🟥 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 ⬇️

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HARRY’S TEARDOWN: Euromonitor International was founded in 1972 and is the largest INDEPENDENT provider of strategic market research in the world. The firm employs 1,200+ research professionals and analysts supporting coverage across 210 countries and jurisdictions, with on-the-ground presence in 100+ markets and 16 offices globally.

Its proprietary primary research moat — analyst-verified, globally consistent, citeable intelligence collected year after year — is the durable asset under everything. Annual revenue is approximately $300M. The core commercial product is a subscription SaaS data platform called Passport.

The two higher-ticket adjacencies are Via (custom analytics) and Euromonitor Consulting. Roughly 56.7% of the broader industry’s revenue comes from finance buyers (asset managers, banks, private equity, corporate development teams) and 43.3% from professional services (strategy consultancies, corporate marketers, insights and R&D teams).

The category is a $2.1B market growing at a +2.0% CAGR. It’s in the Growth stage of the lifecycle, fragmented (no single player above ~18% share), and has been described as counter-cyclical: when the world gets weirder, buyers buy MORE of this data, not less.

So back to the skeptic’s objection — “Isn’t AI eating market research?”

Here is what that misses, and here is why the smartest growth marketers in B2B will want this job. Generative AI platforms are extraordinarily good at synthesizing publicly available data. They are not good at generating proprietary, analyst-verified, primary research from 1,200+ professionals on the ground in 100+ markets covering 210 countries.

The category is bifurcating in real time:

Commoditized AI summaries of what’s already online — versus deeply proprietary, independent, globally consistent, ground-truth intelligence that buyers can legally cite in a board memo, an S-1, an investment committee pitch, a regulatory filing, or a corporate development deal model. You cannot cite ChatGPT in front of an investment committee.

You can cite Euromonitor. That is not a marketing slogan. That is a durable structural moat — and it gets more valuable every quarter as AI-generated slop floods the information landscape and buyers start hunting for ground-truth sources they can legally rely on. Euromonitor’s job — and the VP of Growth Marketing’s job — is to make that distinction visceral. Not as a disclaimer. As the headline.

From the client’s perspective — and this is the monetization brief the CCO is personally sponsoring — Euromonitor saw top-line softness in the fiscal year ending March 2025 in a stretch when the broader industry grew +2.0%. The CCO has framed this not as a turnaround, but as an internal opportunity: a share-of-category gap in a fragmented, growing market that disproportionately rewards brand authority.

Their internal estimate of what that gap represents in recoverable annual revenue — the math the new VP will be handed on Day 1 — is roughly $13M+ per year that they believe already belongs in Euromonitor’s share of this category, and that’s currently sitting on the table because the marketing function has been running on intuition instead of pipeline math.

The JD says it out loud: marketing must move “from activity to impact, from awareness to accountability, from intuition to data-driven execution.” Translation: this is a monetization brief disguised as a marketing brief. Close the gap. Capture the share. Instrument the pipeline.

And that $13M doesn’t include the layer underneath it — a subscription base where a single-digit expansion-ARR program inside existing enterprise accounts could contribute meaningful additional ARR that the CCO will walk you through in detail.

Euromonitor is a well-managed, well-positioned, undermonetized 54-year-old independent platform with proprietary global data no competitor can replicate. The pipes are fine. The analyst engine is world-class. The leadership team is in place. The product is differentiated. The category is growing. What’s missing is a modern, pipeline-accountable, revenue-aligned growth marketing function — and that is the job.

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Who is the actual buyer?

Chief Strategy Officers and VPs of Corporate Development at asset managers, investment banks, PE firms and credit houses.

Chief Insights Officers and Heads of Market Intelligence at global consumer goods, healthcare, automotive and technology companies. Industry research leads at the Big 3 strategy consultancies and the Big 4 accounting firms.

Universities and libraries fill out the long tail — and a strong VP will immediately notice that segment is disproportionately resource-intensive for its revenue contribution, while the enterprise finance and strategy-consulting segments are underpenetrated relative to TAM.

That ICP imbalance — fixable inside the first two quarters with rebalanced demand-gen spend, sharper ABM segmentation and vertical-specific content tracks — is one of the cleanest levers the new VP will inherit.

Why should a strong B2B growth marketer — someone with 10+ years of progressive senior leadership in a data, insight, SaaS or adjacent B2B subscription environment — take this job? Simply:

• You’d be a core member of the commercial leadership team at the world’s largest independent market intelligence platform, reporting to a Chief Commercial Officer who is actively pulling marketing into pipeline accountability and revenue co-ownership — the exact realignment McKinsey described in its June 2025 “CMO’s Comeback“ article. This is the job every senior B2B marketer says they want on paper. Most of them will never actually be offered it.
• You’d rebuild the function with new capabilities in growth marketing, marketing operations, data and AI — a lean, high-output, AI-augmented organization where every role understands its contribution to pipeline and revenue.
• You’d lead a full brand refresh. The logo was touched up in late 2024, and that is NOT the real work. The real work — Onlyness statement, brand language glossary, tone of voice, visual identity system, photography and motion direction, presentation and report templates, and a modern performance-driven global website with A/B testing infrastructure baked in from Day 1 — is still ahead.
• You’d build a modern demand generation and ABM engine in deep partnership with Sales, with joint ICPs, handoff SLAs, shared revenue targets, and intent-data-driven orchestration.
• You’d establish Euromonitor’s first-mover position in AI-generated search and discovery (GEO / AEO) while the window is still open. In 18 months this will be a table-stakes discipline. Right now it’s a competitive moat.
• And you’d have the single most under-leveraged content asset in the B2B data category to work with: 1,200+ analysts producing original research every single day, across 35 industries, across 210 countries and jurisdictions, almost none of which is currently converted into demand-generating content.

An analyst-to-content engine — one 60-minute analyst conversation → roughly 10 derivative assets per month per analyst — is a flywheel almost no competitor can match because almost no competitor has the analyst bench to feed it.

The defensible moat under all of it is one word: independence. No financial-institution ownership. No outside investors dictating coverage. No AI platform scraping its way to primary research.

In a category that is consolidating fast — S&P Global has climbed to ~18% share and is still buying — independence gets more valuable every quarter, not less.

That’s the story. That’s the brand. And that’s the opportunity sitting in the hands of whoever wins this job.

About the leadership bench you’d be joining:

The CCO you’d report to is a commercial leader, not a brand leader — which means the VP of Growth Marketing must speak revenue fluently from Day 1 or lose credibility fast.

The good news: the CCO is inviting marketing to the table with full accountability, not half-measures. Candidates who have lived through the McKinsey CMO-CFO measurement partnership model — portfolio allocation, media-mix modeling (MMM), fast-twitch brand-surge indicators paired with slow-twitch LTV and NRR — will recognize the opportunity immediately.

If you’ve ever said “I wish my CEO / CFO / CCO would just let me own pipeline,” this is the search where that wish comes true, with all the responsibility that comes attached.

Comp is $225,000–$300,000 base (publicly disclosed per Illinois pay-transparency law) with a competitive benefits package, hybrid schedule out of the Midwest office, and a Core Hours flexible-scheduling policy.

🟥 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™

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About the Role

The Vice President of Growth Marketing owns global marketing, communications and events for a ~$300M independent data platform with 1,200+ research professionals across 16 offices and on-the-ground presence in 100+ markets, reporting directly to the Chief Commercial Officer.

Your mission will be to:

1. Transform marketing into a commercial co-owner of revenue — with full marketing-sourced and marketing-influenced pipeline accountability reported at every commercial QBR;
2. Build a modern demand generation and account-based marketing engine in partnership with Sales while leading a full brand refresh and a performance-driven website rebuild; and
3. Establish Euromonitor as a leader in AI-generated search and discovery (GEO / AEO) and deploy AI responsibly across content, lead scoring, intent monitoring, personalization and performance reporting.

THIS IS NOT A TURNAROUND. Euromonitor is a well-managed, well-positioned, undermonetized 54-year-old independent platform with proprietary global data no competitor can replicate — and the revenue-recovery thesis the CCO has personally sponsored is the spine of the role.

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Areas of Oversight

Revenue-Accountable Growth Marketing Strategy

• Define and execute a global growth marketing strategy tightly aligned to the CCO’s commercial priorities; take direct ownership of marketing-sourced and marketing-influenced pipeline contribution, reported at every commercial QBR with full attribution transparency, and partner with Sales on shared revenue targets rather than isolated marketing KPIs.
• Build a scalable lifecycle model across acquisition, expansion and retention, anchored in subscription economics — new logo ARR, expansion ARR, Net Revenue Retention, and LTV — rather than MQL volume, because Passport is a subscription product and the real operating leverage is in NRR and seat / tier expansion within existing enterprise accounts.
• Partner with the CFO to build an enterprise measurement framework per the McKinsey 2025 CMO-CFO alignment model: portfolio allocation dashboards, media-mix modeling (MMM), fast-twitch brand-surge indicators paired with long-cycle LTV and NRR, and a defensible translation layer between marketing KPIs and business growth metrics.
• Own the global marketing budget with ROI-driven allocation; attach predefined kill criteria and base-rate calibration to every program before funding — the private-company, no-outside-capital context means every dollar is earned through business-case math.
• Convert the CCO’s internal revenue-recovery thesis into a quarterly operating plan — capture the category share gap the client has identified, instrument the pipeline against it, and report progress in dollars, not dashboards.

Demand Generation and Account-Based Marketing

• Build and scale an integrated demand generation and ABM engine in deep partnership with Sales — including an ICP-driven tiered account model (1:1 strategic / 1:few / 1:many programmatic), jointly-defined MQL and SQL criteria, a 24-hour handoff SLA, and vertical-specific content tracks mapped to distinct buying triggers for finance buyers (risk management, investment intelligence, regulatory complexity) versus professional services buyers (competitive positioning, sales enablement, client-facing intelligence).
• Translate intent data, behavioral signals and third-party enrichment (6sense, Bombora, Demandbase or equivalent) into dynamic Ideal Customer Profiles that refresh against live buying triggers — regulatory change (Basel IV, CSRD, ESG reporting mandates), market-entry and expansion announcements, competitive churn signals, and executive hiring patterns at target accounts.
• Own ABM orchestration across CRM (Salesforce preferred), marketing automation, content systems and event platforms; operationalize the ICP inside daily workflows and Passport usage telemetry so it lives in the system of record, not in a slide deck.
• Stand up a product-led expansion motion tied to Passport behavioral signals — high-engagement / low-seat accounts flagged for seat expansion, feature-limit triggers routed to Via or Consulting upsell plays, and at-risk usage patterns escalated to Customer Success 90 days before renewal rather than 30.
• Rebalance the ICP mix away from resource-intensive / low-yield segments toward underpenetrated enterprise finance and strategy-consulting segments where Euromonitor’s independence and citability command the highest willingness-to-pay.

Brand, Positioning and Product Marketing

• Lead a full brand refresh — emotional core, Onlyness statement, brand language glossary, tone of voice, visual identity system, photography and motion direction, and presentation / report templates — with the sequence locked so that strategy precedes design and emotional clarity precedes visual output. A logo touch-up is not a refresh; the real brand work is still ahead.
• Institute a quarterly Voice Audit across website, email nurture sequences, LinkedIn content, sales decks, event presentations, press releases and CS communications; enforce consistency through a Brand Integrity Council with one named guardian in each of the 16 offices, reviewed monthly, with regional drift flagged before it compounds.
• Own product marketing across Passport, Via and Euromonitor Consulting — positioning, messaging and adoption for three distinct commercial motions (self-serve subscription, custom analytics, enterprise consulting), each with its own ICP, buyer journey, and value ladder, plus a defensible “decision intelligence platform” narrative that reframes Passport above “research database.”
• Rebuild the performance-driven global website with A/B testing infrastructure from Day 1, ICP-tagged conversion paths, tiered content gating with progressive profiling for high-value reports, and page-level architecture built for modern landing-page conversion benchmarks.
• Position independence, proprietary primary research, and citeable intelligence as the three pillars of Euromonitor’s category narrative — the exact attributes AI-generated summaries structurally cannot replicate.

AI-Generated Search, AEO / GEO and Content Operations

• Establish Euromonitor as a citation-level authority in AI-generated search and discovery — structured data and schema markup, answer-first content architecture, first-mover visibility in the top 50 buyer queries across finance, FMCG and consumer goods categories on ChatGPT, Perplexity, Claude, and Gemini. Track brand citations in AI answers as a board-level metric before competitors build the same infrastructure.
• Activate Euromonitor’s 1,200+ analysts as a distributed content engine — an SME-to-content pipeline that converts one 60-minute analyst conversation into roughly 10 derivative assets (LinkedIn long-form, short-form video, trend-report paragraph, sales-enablement talking points, podcast clip) with analyst review and approval at every step.
• Deploy AI responsibly across personalization, lead scoring, intent monitoring, content creation and performance reporting under a governance framework where every AI-assisted asset carries an analyst review stamp; Euromonitor’s core differentiator is independence and analyst-verified primary research, and that moat cannot be compromised from the inside.
• Install absorption rate as the #1 content KPI across every format; content that fails the absorption test gets cut or redesigned — not boosted with paid media.

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Global Communications, Events, Social and PR

• Reposition the events portfolio from research-conference brand-building to revenue-generating intelligence programming — owned flagship summits for 200 enterprise prospects, selected industry-conference speaking slots (not booths), and closed-door 8–10-person executive roundtables in the key global markets with post-event MQL / SQL / opportunity attribution tracked against CRM.
• Build executive-level thought-leadership programs for the CEO, CCO, Chief Economist and 3–5 senior analysts — target placements in FT, WSJ, Bloomberg, HBR, Fortune, and equivalent publications, with every press release carrying a commercial CTA attributable to MQL and pipeline.
• Address an acute social presence gap — Euromonitor’s external Social Media Presence signal has scored as low as 1 out of 100 in third-party firmographic reports — with LinkedIn as the Day 1 priority, a 40 / 30 / 20 / 10 content mix (educational / contrarian POV / social proof / culture), executive ghostwriting programs, and sponsored content tied directly to LinkedIn lead-gen form submissions.

Global Marketing Operations and Team Build

• Rebuild and rebalance the global function with new capabilities in growth marketing, marketing operations, data, analytics and AI — a lean, high-output, AI-augmented organization where every role understands its contribution to pipeline and revenue.
• Set the global-local operating model — shared OKRs across all 16 offices, playbooks and tools regional teams can execute against, a non-negotiable global brand playbook, and quarterly regional compliance audits owned by the VP’s team rather than distributed-and-forgotten.
• Own marketing operations infrastructure — attribution model, reporting cadence, dashboard architecture, source-of-truth data layer — and partner with Technology to integrate CRM, marketing automation, intent data, and Passport usage telemetry into a unified pipeline view.

🟥 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™

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Qualifications

Education & Certification

• Bachelor’s degree in marketing, business, economics, data science or a related field. MBA helpful but not required. Equivalent experience considered.

Functional Competencies — Skills, Knowledge & Experience

• 10+ years of progressive senior marketing leadership in global, matrixed B2B environments. Candidates from data, insight, SaaS and adjacent B2B subscription businesses (Gartner, Forrester, S&P Global, Bloomberg Intelligence, CB Insights, PitchBook, Morningstar, Mintel, Statista, IBISWorld, or high-growth B2B SaaS platforms with meaningful ARR) are the cleanest fit. Direct market research industry experience is a plus but not a requirement — the JD explicitly signals this.
• A demonstrable track record building and scaling a demand generation engine from a low-capability baseline, with marketing-sourced and marketing-influenced pipeline contribution reported at the C-suite level; direct experience partnering with Sales on ICP, jointly-defined MQL / SQL criteria, handoff SLAs, and shared revenue targets.
• Deep operational fluency in ABM — account tiering (1:1 / 1:few / 1:many), intent-data platforms (6sense, Bombora, Demandbase or equivalent), dynamic ICP modeling, and multi-system orchestration across CRM, marketing automation and events.
• Proven experience leading a brand transformation — not merely a logo refresh — at a global B2B company with multi-region complexity; fluency in emotional-core / Onlyness / brand-language / Voice Audit discipline preferred, as is experience building a Brand Integrity Council-type governance structure across regional offices.
• Hands-on fluency in AI-powered marketing systems: AI-assisted content pipelines with editorial governance, lead-scoring models with behavioral signals, intent-monitoring stacks, and GEO / AEO distribution strategy (structured data, schema markup, AI-answer citation optimization). Candidates who treat AI as a research toy rather than a revenue-aligned execution layer will not succeed here.
• Commercial acumen sufficient to speak fluently with a CFO on portfolio allocation, media-mix modeling, fast-twitch brand-surge metrics, LTV, NRR, and marketing ROI — per the McKinsey 2025 CMO-CFO alignment model — and to walk into a QBR with pipeline math rather than awareness charts.
• Experience owning a meaningful global marketing budget with demonstrated ROI; comfort earning incremental budget through business-case math rather than receiving top-down allocations — this is a private company with no outside capital.
• Nice-to-haves: prior experience at a syndicated market research or syndicated data firm; global matrixed-organization experience spanning 10+ offices; prior experience operating inside a private, non-PE-owned company with earned-budget culture.

Leadership & Management / Behavioral Competencies

• Builder, not maintainer. Track record creating high-performing marketing organizations from low-capability baselines — not just inheriting mature teams.
• Comfort leading through direct authority AND through influence across Commercial, Product, Technology and senior leadership; cross-functional credibility is non-negotiable in a matrixed global structure.
• Confidence operating with ambiguity, pace, high expectations, and an inherited team that must be rebalanced for the new mandate.
• Strong commercial courage — able to walk into a CCO QBR with pipeline math, not awareness charts, from Day 30.
• Disciplined decision-making — predefines kill criteria, audits outcomes against base rates, and tolerates being publicly wrong and correcting it quickly (Munger-grade bias discipline).

Personal Characteristics

• High integrity — non-negotiable in a brand whose moat is independence.
• Self-directed, highly organized, and comfortable operating without heavy infrastructure on Day 1.
• Strong communicator across written, verbal, and data-driven formats — able to brief the CEO, CCO, CFO, field Sales teams, and external press in their respective languages.
• AI-curious and commercially courageous, as the JD itself flags.
• Intellectually rigorous, hypothesis-driven, evenhanded, and willing to hold the bar high on team, partners, and own output.
• Energized by transformation and the prospect of building something that compounds.

🟥 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.