Apply Now Orange Logic
🟥 EMPLOYERS: Separate from recruiting, I write investment‑grade hiring briefs that walk A‑player ecommerce candidates through the real business case for your role – the market, channels, KPIs, tech stack, team, and AI issues – before they ever get on Zoom with you. I research / write it. YOU bless it. YOU own it.
RESULT: Your first‑round conversations are with 6-8 highly informed A-players who already understand where/how they can drive EBITDA. To have me write and send your posting out to this list, text Harry Joiner at (404) 281‑2025. Confidential briefs / application process are no problem. ⬇️ SEE EXAMPLE ⬇️
HARRY’S TEARDOWN: Orange Logic is a Gartner Magic Quadrant Leader (2025) AND a Forrester Wave Leader (Q1 2026) — a dual-analyst leadership position that fewer than a handful of vendors in the entire enterprise Digital Asset Management (DAM) space currently hold.
They’re the company Lionsgate (NYSE: LION) chose in March 2026 to consolidate seven legacy systems into one platform serving 800+ external distribution partners — a deal Lionsgate’s own technology team presented at the NAB Show 2026. That’s not a story about file storage. That’s a story about a company that has been quietly building enterprise content infrastructure for 26 years and is now becoming the layer that makes enterprise AI output trustworthy.
Here’s the framing the CEO has been articulating in Tech Informed, Frost & Sullivan, and MarTech Series throughout the first half of 2026: a DAM is no longer a digital filing cabinet. It is the content intelligence layer that determines whether your enterprise AI output is governed, rights-cleared, brand-consistent, and legally defensible — or none of the above.
When buyers accept that framing, every “we already have SharePoint” objection collapses by definition, because SharePoint was never built to govern brand assets at the level of compliance, rights management, and AI-grade taxonomy that enterprise content operations now require. That’s the category Orange Logic is claiming.
Now — about the category size. The global DAM market is roughly $7.5B today and forecast to reach $14.4B by 2031 at a 13.9% compound annual growth rate (Mordor Intelligence). Forrester’s January 2026 Opportunity Snapshot — commissioned by Orange Logic but methodologically independent — found that 80% of enterprise organizations plan to increase their DAM investment in 2026. This is not a category in decline being saved by AI. This is a category whose underlying growth curve is being accelerated by AI.
The competitive dynamics are also more nuanced than they first appear. Yes, Microsoft holds significant share in adjacent CRM and BI categories and achieves margins meaningfully above industry averages through bundling and ecosystem lock-in.
Yes, Salesforce competes via Media Cloud. But neither has built — and neither is well-positioned to build — the kind of enterprise-grade rights management, hybrid cloud-on-prem storage, MAM-grade video workflows, and AI-ready content governance that Orange Logic delivers as a single platform. The new VP’s job is to make sure enterprise buyers see that distinction before the procurement default kicks in.
Who is the customer? This is not a marketing-to-marketing buyer.
The economic buyer is a VP of Creative Operations, a VP of Brand, a Chief Content Officer, or an SVP of Digital Content inside a $500M-to-$10B+ enterprise — typically in M&E (the Lionsgate-type studios, streamers, and rights holders), financial services (where brand governance is a regulatory issue), retail/CPG (where in-house creative teams are replacing agency relationships and inheriting asset chaos), or healthcare (where patient-facing content is a quietly compounding compliance risk).
These buyers run multi-brand, multi-geography content operations. They sign $100K-$1M ACV multi-year contracts. They do not move quickly, but they do not move in groups, either — every win is a discrete enterprise sales motion that takes 6 to 9 months and requires marketing to feed sales the right asset at the right buyer-awareness stage.
Why should a great candidate want this role? Three reasons, none of them generic.
First, you are walking into peak external visibility. The Forrester Wave Leader announcement, the Lionsgate win, and a sustained CEO media cadence have generated more inbound enterprise attention in the last six months than at any point in the company’s 26-year history. That tailwind is real, and it is now.
Second, the marketing function is yours to build. The previous CMO departed in February 2026 after 12 months in seat, and the company is rebuilding the marketing organization from the VP level down. You will be the senior marketing voice in this company. You will set ICP priority, own the demand generation engine, define the analyst positioning, and have the ear of the CEO on category strategy. That kind of mandate is rare at a company that has already achieved dual-analyst leadership — most companies with this level of external validation are run by a CMO who has been there three years and built a team you would be inheriting, not designing.
Third, the leadership team has commercial credibility. CEO Brian McLaughlin took over in November 2023 and delivered a 50%+ revenue growth year in 2023 with record new enterprise client signings. He is an active media presence (Tech Informed, NAB, Frost & Sullivan, MarTech Series in 2026 alone) and has been openly articulating the category-redefining “DAM as AI content intelligence layer” thesis externally. CRO Brendan Wright owns the revenue motion, and SVP Product Brad Pearson owns a roadmap that the analysts have already endorsed. The new VP of Marketing inherits a leadership team that is selling forward, not patching backward.
Compensation is $240K-$280K base plus bonus, full medical/dental/vision, 401(k) with 4% employer match (fully vested), 20 days PTO, 8 weeks parental leave, and remote-first work. The role is fully remote within the United States.
The piece I won’t put in a public posting is the candid read on what really happened with the previous marketing leadership transition, a corporate-record signal in the D&B file that could materially affect a VP candidate’s equity conversation, and an unmarketed federal-vertical opportunity sitting inside Orange Logic’s existing certifications that no analyst report has covered. Hit me up if you’d like to buy my research on this teardown.
🟥 JOB SEARCH GOT YOU STUCK? Book an hour with VP/CMO ecommerce recruiter, Harry Joiner, who prepared this analysis. Includes a 3-month membership to NEXTgig.com™
ABOUT THE ROLE:
Orange Logic is hiring a Vice President of Marketing to lead and scale the company’s global marketing function at a moment of peak external momentum. Reporting directly to the CEO and partnering closely with the CRO, the VP will own marketing strategy, the marketing-sourced pipeline number, and the translation of Orange Logic’s category-defining “AI content intelligence layer” positioning into measurable enterprise pipeline across priority verticals.
Your mission will be to:
- Own the global marketing strategy and the marketing-sourced pipeline number,
- Lead the demand generation, brand, communications, and field marketing functions through your direct reports, and
- Translate Orange Logic’s category-defining “AI content intelligence layer” positioning into measurable enterprise pipeline across M&E, financial services, healthcare, retail/CPG, and other priority verticals.
THIS IS NOT A TURNAROUND. The platform is at scale, the analyst leadership is already in place, and the inbound demand is real. THIS IS A REBUILD AND CATEGORY-CLAIM PLAY at a company that has earned the right to define its category and now needs the marketing leadership to do it.
🟥 JOB SEARCH GOT YOU STUCK? Book an hour with VP/CMO ecommerce recruiter, Harry Joiner, who prepared this analysis. Includes a 3-month membership to NEXTgig.com™
AREAS OF OVERSIGHT:
Marketing Strategy & Revenue Leadership
- Set and own the global marketing strategy, with primary accountability for marketing-sourced pipeline, MQL/SAL/SQL contribution, and revenue alignment in an enterprise SaaS environment with $100K-$1M ACV deals and 6-to-9-month sales cycles.
- Translate Orange Logic’s category-defining positioning (“the AI content intelligence layer for enterprise content operations”) into vertical-specific demand generation programs that move buyers through Schwartz’s awareness sequence — from unaware to product-aware — without burning budget on stage-misaligned content.
- Operate a power-law portfolio: stack-rank marketing investments by compounding potential, concentrate spend on the 2 to 3 convex bets capable of disproportionate pipeline impact (federal vertical, Lionsgate-replicating M&E plays, anti-bundling competitive displacement), and apply explicit sunset criteria to programs with negative returns.
- Build a CFO-aligned KPI tree using the CMO Growth Operating System architecture: Net Revenue = Volume × Price/Mix, with Marketing Mix Modeling for strategic decisions, incrementality experiments for tactical reads, and multi-touch attribution for diagnostic clarity.
Demand Generation, ABM & Pipeline Growth
- Define the enterprise demand generation strategy and lead through the Head of Demand Generation to scale ABM, field marketing, digital, and content programs aligned to ICP-priority verticals and named-account opportunities.
- Treat ABM as an operating model — not a campaign — that intersects revenue, intelligence, and execution, mapping operational buyers, technical evaluators, and economic sponsors inside each target account, and orchestrating tailored engagement across content, SDR, and executive touchpoints.
- Deploy AI-assisted account scoring and intent-data orchestration (6sense, Demandbase, ZoomInfo, or equivalent) with human QA layers, dynamic intent refresh rules, and attribution back to closed pipeline — not vanity engagement metrics.
- Maintain a 3x-4x quarterly pipeline coverage minimum at $100K+ ACV deal sizes; review channel mix, spend efficiency, and sales territory alignment against named-account targets every two weeks with the CRO.
Brand, Messaging & Category Positioning
- Partner with the Senior Director of Brand & Communications to set brand strategy, corporate messaging, and positioning standards, ensuring every external touchpoint reinforces Orange Logic’s claim on the “AI content intelligence layer” category.
- Apply category design principles — frame, name, and claim the category — to every major brand asset: write the category’s own language before competitors do, deploy Lightning Strike narrative bursts around analyst report releases and flagship customer wins, and build the messaging architecture that addresses the three false beliefs (vehicle, internal, external) most likely to derail a $500K enterprise contract.
- Maintain Distinctive Brand Assets (Consistency × Currency): protect the visual, verbal, and narrative codes that make Orange Logic recognizable, while keeping the cultural relevance fresh enough that the brand reads as 2026, not 2019.
- Activate Orange Logic’s 152,972-follower LinkedIn audience as the company’s primary enterprise B2B distribution channel — establish a 4-to-5x-per-week posting cadence, build an executive personal-brand program (CEO, VP Product Marketing, this VP’s own profile), and convert dormant follower equity into measurable pipeline influence.
Sales Enablement & Go-to-Market Alignment
- Partner closely with the CRO and sales leadership to support complex enterprise sales cycles in M&E, financial services, retail/CPG, healthcare, and emerging verticals (including federal/government, where Orange Logic holds a GSA CAGE Code that has not yet been operationalized in marketing).
- Commission and deploy named, quantified customer case studies as the highest-leverage content investment in the portfolio — beginning with a co-branded, financially quantified Lionsgate study that converts the existing press-release narrative into a Vehicle Story strong enough to anchor every M&E enterprise sales conversation for the next 18 months.
- Build structured competitive battle cards and displacement narratives for the highest-frequency objections — including the “we already have SharePoint” External Belief story that currently kills enterprise deals at the procurement stage — and instrument deployment so AEs hit the right narrative within 30 seconds of every objection.
- Define and ratify the ICP priority ranking with the CRO inside the first 30 days; convert it into segmentation logic, ABM target lists, and sales territory alignment that all functions can operate from.
Marketing Operations, Attribution & AI-Augmented Scale
- Establish operational rigor across planning, reporting, attribution, and forecasting. Build the multi-touch attribution architecture in CRM partnership with the Director of Revenue Operations on Day 1, before any new campaign launches, so every content asset and demand program is traceable to pipeline outcome.
- Deploy a 70/30 AI-to-human content production model: AI handles outline, draft, summarization, and repurposing; human SMEs (CEO, VP Product Marketing, customer success leadership) own strategic direction, brand voice, and final quality control. Build the brand voice guide in Week 1 — before any freelancer produces a word.
- Distinguish AI as a strategic deployment lever — used to multiply output, sharpen segmentation, accelerate creative production, and govern content quality at enterprise scale — from AI as a productivity toy. Specify quality standards for AI output rather than just operating AI tools.
- Run a weekly creative sprint cadence: Monday review, Tuesday hook generation, Wednesday production, Thursday launch, Friday early reads. Maintain a minimum creative velocity of 1.0 new creatives per $10K weekly spend; reserve 15-20% of digital spend for always-on testing.
Team Leadership & Global Collaboration
- Lead, develop, and scale the global marketing organization across brand, communications, demand generation, field marketing, and product marketing functions; recruit the open Senior Product Marketing Manager seat as one of the first hires.
- Operate effectively in a CEO-centralized decision environment: negotiate written authority over creative testing, budget reallocation within approved envelopes, and tactical demand generation execution; reserve CEO sign-off for brand guidelines, major campaign launches, and analyst-positioning shifts.
- Coordinate across distributed teams including a US headquarters, a UK entity (Orange Logic UK Ltd, with active engineering and customer support hiring), and a Vietnam-based development organization. Set explicit cross-functional cadence with Product (Brad Pearson), IT (Aymeric Delille), and RevOps (Molly Cousins) within the first 30 days.
- Apply Power Law team management: stack-rank team ROI quarterly, reallocate based on compounding potential, recognize force-multiplier individual contributors who don’t always self-promote, and apply explicit sunset criteria to roles with negative returns.
🟥 JOB SEARCH GOT YOU STUCK? Book an hour with VP/CMO ecommerce recruiter, Harry Joiner, who prepared this analysis. Includes a 3-month membership to NEXTgig.com™
QUALIFICATIONS:
EDUCATION & CERTIFICATION
- Bachelor’s degree in marketing, business, communications, or a related field — or equivalent enterprise B2B marketing leadership experience.
FUNCTIONAL COMPETENCIES — SKILLS, KNOWLEDGE & EXPERIENCE
- Proven experience leading multiple marketing functions inside a B2B or enterprise SaaS organization at $50M+ ARR scale. Candidates whose senior leadership experience has been exclusively at sub-$25M ARR companies will not have seen the operational complexity required.
- Demonstrable success building and operating an enterprise demand generation engine that supports complex, multi-stakeholder sales cycles with $100K-$1M ACV deal sizes — including ABM operating-model fluency (target-account architecture, intent-data orchestration, buying-group personalization, AI-assisted account scoring), platform fluency (6sense, Demandbase, ZoomInfo, Salesforce, HubSpot, or equivalent), and direct accountability for marketing-sourced pipeline as a board-reported metric.
- Experience marketing SaaS products to large enterprises (typically $500M-$10B+ in revenue) with 6-to-9-month sales cycles, multi-stakeholder buying committees, and procurement processes that include security review, compliance audit, and CFO-level ROI defense.
- Strong ability to translate complex technical products into clear, category-defining value propositions; experience working alongside analyst relations (Gartner, Forrester, IDC) to maintain and extend leader-tier positioning is preferred.
- AI fluency that is operationally credible — meaning the candidate can articulate where to deploy AI for compounding marketing leverage (creative production at scale, intent-data automation, ABM personalization, content repurposing), where AI fails the E-E-A-T standard without SME anchoring, and how to specify quality standards for AI output rather than just running AI tools. Candidates whose AI experience is limited to using ChatGPT for blog drafts will be screened out.
- Cross-functional collaboration experience with sales (CRO partnership), product (roadmap alignment, analyst briefings), and executive teams (board-level marketing narrative, CFO budget defense).
LEADERSHIP & MANAGEMENT / BEHAVIORAL COMPETENCIES
- Proven experience managing and developing a global marketing team across multiple functions, geographies, and reporting structures, with comfortable fluency in distributed-team operating cadence.
- Ability to lead through influence in a CEO-centralized organization — negotiating clear decision authority on tactical execution while preserving alignment on strategic and brand-level decisions.
- Track record of rebuilding or restructuring marketing organizations during periods of leadership transition, including hiring, role-scoping, and performance management of direct reports who own demand generation, brand & communications, product marketing, and field marketing.
- Experience operating inside a company with a defined commercial inflection point — analyst recognition, anchor enterprise customer wins, possible ownership transition — and translating that inflection into pipeline acceleration without losing brand discipline.
PERSONAL CHARACTERISTICS
- High personal and professional integrity; comfortable raising hard truths to the CEO and CRO when the data warrants it.
- Self-directed and resilient. The previous CMO held this seat for 12 months. The successful candidate will be someone who can absorb ambiguity, set their own priorities, and operate productively without constant top-down direction.
- A strong communicator both in writing and on stage. This role requires a public-facing presence within 30 days of hire — analyst briefings, customer events, LinkedIn thought leadership, and possibly conference keynotes.
- An entrepreneurial orientation: comfortable with capital-efficient operating models, AI-augmented team scaling, freelancer-and-AI content production, and decision-making under incomplete information.
- Intellectually rigorous. This role rewards a hypothesis-driven, analytically biased operator who can turn industry data and analyst research into actionable ICP segmentation — not someone who manages by anecdote.
- Comfortable with the David-versus-Goliath competitive dynamic of competing against Microsoft and Salesforce while operating from a 100-employee company that has earned dual-analyst leadership through product depth and customer execution rather than marketing volume.
🟥 EMPLOYERS: Separate from recruiting, I write investment‑grade hiring briefs that walk A‑player ecommerce candidates through the real business case for your role – the market, channels, KPIs, tech stack, team, and AI issues – before they ever get on Zoom with you. I research / write it. YOU bless it. YOU own it.
RESULT: Your first‑round conversations are with 6-8 highly informed A-players who already understand where/how they can drive EBITDA. To have me write and send your posting out to this list, text Harry Joiner at (404) 281‑2025. Confidential briefs / application process are no problem.
To apply for this job please visit www.linkedin.com.
