Why this role exists

Our biggest growth opportunity sits with the customers we already have. Over the next few years we plan to grow 3.6x from our existing customer base — and that growth depends on customers who stay, adopt more, and move up our editions.

You are Marketing's person in EMEA for that customer base. You know our customers in the region better than anyone in Marketing: who they are, what they're trying to achieve, where they're thriving, and where they're at risk. You turn that understanding into programs that keep customers engaged, grow accounts, and surface the stories that help us win more.

This is a marketing role that shows up with Sales. Under our go-to-market model, each region runs as a cross-functional pod — AEs, AMs, CSMs, solution and GTM engineers, and marketing — aligned around the customer. You're a member of the EMEA pod: in customer meetings, in sales meetings, and in the room when regional priorities are set. You know the region's objectives as well as the people carrying the number.

This is a generalist customer marketing role with a commercial number attached. You'll work hand in hand with Customer Success and Account Managers in the region, alongside our Lifecycle Marketing Manager and the central marketing team.

Where you sit

Solid line - Marketing — priorities, standards, brand and messaging, performance review, career development

Dotted line - VP Sales, EMEA — regional revenue priorities, target accounts, program focus

Closest partners - Customer Success Managers and Account Managers in EMEA · Lifecycle Marketing Manager · Product Marketing · Brand & Content · GTM Engineering

Counterpart - Customer Growth Marketing Manager, NA — one shared playbook, two regions

Regional pod - AEs, AMs, CSMs, SE/GTM Engineer, BDR, Channel in North America

Cadence you join - Weekly working session with the VP · weekly pipeline review and forecast call · weekly account and renewal review with CS and AMs · customer and sales meetings · monthly regional business review · quarterly planning with central marketing

Where regional and central priorities conflict, Marketing leadership and the VP resolve it together. You flag early rather than absorb the trade-off.

What you own

The regional customer strategy — the EMEA customer marketing plan, set with the VP and regional commercial leadership.

Expansion pipeline and ARR influenced by your programs in EMEA.

Retention contribution — at-risk accounts reached and re-engaged before renewal.

Customer stories — a steady supply of case studies, references, reviews, and speakers from the region.

Program performance — what worked, what didn't, and what we do next, reported monthly.

What you'll do

Set the regional strategy

Own the plan: set the EMEA customer marketing strategy in partnership with the VP, regional sales, and commercial leadership — which customers, which industries, which programs, and what each should deliver.

Tie it to the number: build the plan from the region's revenue, renewal, and expansion objectives, and revisit it every quarter.

Report back: bring program-sourced pipeline, expansion ARR influenced, and retention results into each regional business review.

Show up with Sales

In the meetings: join customer meetings, account planning, pipeline reviews, and forecast calls — so programs are built against live regional priorities, not a central calendar.

Run the matrix cadence: hold a standing weekly working session with the VP to agree priorities, target accounts, and success measures.

Be the connector: share engagement and risk signals with AEs, AMs, and CSMs so they know where to act first, and make sure handoffs between marketing and the commercial team are tight.

Know the customer base, deeply

Build the regional picture: segment customers by industry, edition, size, adoption, and renewal date — and know which accounts are ready to grow and which are drifting.

Understand motivations: what CHROs, HR and L&D leaders, and IT leaders in our customer base care about, and what makes them stay.

Bring the customer into the room: share what you learn with Product Marketing, Brand, and Sales so it shapes positioning, content, and roadmap conversations.

Turn signals into programs

Risk signals: working with the Lifecycle Marketing Manager and CS, design programs that respond to falling usage, champion changes, low engagement, or upcoming renewals — before they become churn.

Growth signals: spot accounts showing expansion intent and build plays with AMs to act on them.

Test and refine: agree what each program should move, measure it, and keep what works.

Run industry programs

Vertical-first: design industry-specific programs for our key sectors in EMEA — such as financial services, legal, manufacturing, healthcare, professional services, and retail.

Relevant content: work with Brand & Content to build stories, guides, and proof that speak to each industry's real challenges.

Grow accounts

Expansion programs: partner with AMs to run edition moves (Grow → Scale → Transform), cross-sell, and adoption programs such as Copilot readiness.

Account plays: run targeted programs for high-potential customer accounts, with account lists agreed with the RVP and AMs.

Equip the team: design offers, plays, templates, and talk tracks that AEs, AMs, and CSMs can take straight to customers — with consistent messaging across the portfolio and regions, and clear follow-up actions for every program.

Create moments that matter

Customer moments in region: user groups, roundtables, executive dinners, webinars, and moments around the major EMEA HR and L&D events — designed to connect customers with each other and with Zensai.

Community: work with our Head of Community so regional moments feed the wider Zensai community.

Find and tell the right stories

Source the stories: identify customers with outcomes worth sharing and bring them forward for case studies, video, references, reviews, and speaking slots.

Build advocates: grow a bench of customers who will speak for Zensai — and look after them.

Work with the central team