UK

United Kingdom · Marketing · Director/VP (16-20 years)

Director of Marketing

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toChief Revenue Officer (CRO) or CEO
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Marketing · Head of Marketing (B2B) · Marketing Strategy Director · Business Unit Marketing Lead

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

CMI Level 7 Award in Strategic Management and Leadership Practice Chartered Management Institute · Level 7 · covers 1 of 21 standards
CMI Level 7 Certificate in Strategic Management and Leadership Practice Chartered Management Institute · Level 7 · covers 1 of 21 standards
Gateway Qualifications Entry Level Certificate In Vocational Studies (Entry 3) Gateway Qualifications Limited · Entry Level · covers 1 of 21 standards
Gateway Qualifications Entry Level Extended Certificate in Vocational Studies (Entry 3) Gateway Qualifications Limited · Entry Level · covers 1 of 21 standards
Gateway Qualifications Level 2 Award in Digital Marketing Gateway Qualifications Limited · Level 2 · covers 8 of 21 standards
Gateway Qualifications Level 2 Diploma in Vocational Studies Gateway Qualifications Limited · Level 2 · covers 6 of 21 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

DEVELOPING A MARKETING STRATEGY CMI Level 7 Award in Strategic Management and Leadership Practice
Digital Marketing Gateway Qualifications Level 2 Award in Digital Marketing
Digital Marketing for the Digital and Creative Industries Gateway Qualifications Level 2 Diploma in Vocational Studies

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Change Fluency taking people through change
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Your Plan Illustration

Built for Director of Marketing

3 units that map to this job, from the qualifications that cover it.

  1. DEVELOPING A MARKETING STRATEGY Chartered Management Institute · covers 1 of 21 standards Level 7
  2. Digital Marketing Gateway Qualifications Limited · covers 8 of 21 standards Level 2
  3. Digital Marketing for the Digital and Creative Industries Gateway Qualifications Limited · covers 6 of 21 standards Level 2
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director of Marketing?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • Ethical AI & Data Governance in Marketing
  • Ecosystem Marketing & Strategic Partnerships
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Director of Marketing plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

A Director of Marketing shapes a business unit's market presence and drives revenue targets. The role covers strategy and day to day execution across a large team.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Salesforce (Sales Cloud) Strategic

Governing data flow, ensuring marketing and sales data integrity, defining reporting requirements for pipeline and revenue, and ensuring seamless integration with MAP and ABM platforms. You'll use it to understand the single source of truth for customer data.

Adobe Marketo Engage Strategic

Owning the MarTech architecture, making platform decisions (e.g., Marketo vs. HubSpot), governing data flow, and ensuring the platform supports complex nurture streams, lead scoring, and advanced segmentation at scale. You'll oversee its strategic use.

6sense (or similar ABM/Intent Platform) Strategic

Integrating intent data into the overall GTM strategy, using platform insights to guide territory planning, budget allocation for ABM programmes, and ensuring the platform delivers on its promise of identifying in-market accounts.

Google Analytics (GA4) Strategic

Defining the key marketing KPIs for the business unit, overseeing the implementation of tracking, interpreting high-level trends, and ensuring the analytics strategy supports strategic decision-making. You'll champion data literacy across your team.

Tableau (or similar BI Tool) Strategic

Presenting quarterly marketing performance to the board, defining the structure of executive dashboards, challenging data interpretations, and using insights to inform major strategic shifts. You'll be the one asking the hard questions of the data.

Anaplan (or similar Financial Planning Tool) Expert

Building and owning marketing budget and forecast models from scratch, running complex scenario analyses for different investment strategies, and rigorously defending budget proposals to the CFO and executive team.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Marketing Strategy & Budget Allocation No independent decision-making. Executes tasks within defined campaign budgets. Proposes budget allocation for specific campaigns within a programme, usually £5K-£20K, with manager approval. Owns budget for specific workstreams (e.g., Content, Paid Media) up to £100K, making reallocation decisions within that scope, informing Director.
Team Structure & Hiring No hiring authority. Provides input on team needs. No hiring authority. May participate in junior interviews. Recommends new hires for their immediate team, participates in interviews for specialists, but no final authority.
MarTech Stack & Vendor Selection Uses existing tools. Reports issues. Suggests minor tool improvements or features. No purchasing authority. Recommends new features or integrations for existing tools. May evaluate vendors for specific campaign needs (e.g., a new webinar platform) up to £10K, with Director approval.
Go-to-Market (GTM) Strategy Executes GTM tasks (e.g., scheduling social posts, updating website content). Contributes to GTM plan, drafting messaging for specific channels. Leads GTM for specific features or minor product updates, coordinating with Product and Sales. Makes recommendations on messaging and channels.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Marketing-Sourced & Influenced Revenue
The total revenue directly attributable to marketing efforts, and the revenue where marketing played a significant role in the sales cycle.
Target · Influence 40-50% of all new business revenue, source 20-25% directly.

In Q3, marketing influenced £4.5M of our £10M revenue, and directly sourced £2.1M. That's 45% influenced and 21% sourced, hitting our targets.

Customer Lifetime Value (CLV) to Customer Acquisition Cost (CAC) Ratio
The ratio comparing the total revenue expected from a customer over their lifetime to the cost of acquiring them. It's the ultimate measure of marketing ROI.
Target · Maintain or improve CLV:CAC ratio from 3:1 to 5:1 year-over-year.

Our CLV:CAC ratio improved from 3.2:1 to 4.1:1 last year, showing our acquisition strategies are becoming more efficient and our customers are staying longer.

Market Share Growth (for your business unit)
The percentage of the total market revenue that our business unit captures, indicating our competitive position.
Target · Increase market share by 2-3 percentage points annually.

Last year, we grew our market share from 12% to 14.5% in the UK, outperforming key competitors and showing our GTM strategy is working.

Marketing P&L Management
How effectively you manage your budget, ensuring spend aligns with strategic priorities and delivers maximum return.
Target · Maintain actual spend within 5% of approved budget, with clear ROI justification for any overages.

Our Q2 spend was £2.05M against a £2M budget, with the £50K overage directly tied to an opportunistic campaign that delivered an additional £500K in pipeline.

Strategic Alignment & Influence
How well marketing strategy integrates with and supports overall business unit goals, and your ability to influence senior leadership decisions.
  • You're proactively invited to Sales and Product strategy meetings. Your input is sought on major business decisions. Your quarterly marketing plans are clearly linked to company-wide OKRs and get approved with minimal friction. You're seen as a trusted advisor, not just an executor.
Team Leadership & Development
Your ability to build, mentor, and retain a high-performing marketing team, fostering a culture of accountability and innovation.
  • Your team's attrition rate is below industry average. We see clear progression paths for your direct reports. Feedback from skip-level reports highlights your coaching and mentorship. The team consistently delivers high-quality work and feels empowered to take initiative.
Brand Reputation & Thought Leadership
How effectively marketing builds and maintains a strong brand reputation, positioning us as a leader in our sector.
  • We consistently rank highly in industry analyst reports. Our executive team is regularly featured in top-tier publications. Customer feedback (e.g., NPS, reviews) shows strong brand affinity. You're asked to speak at industry conferences, representing the company.
Operational Excellence & Efficiency
The effectiveness and efficiency of marketing operations, processes, and technology stack.
  • Our MarTech stack is well-integrated and delivering expected ROI. Campaign launch times are consistent and predictable. There are clear SLAs between marketing and sales that are consistently met. Audit reports show strong data governance and compliance.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Driving Business Growth

You'll be obsessed with pipeline, revenue, and market share. Every decision you make, from campaign strategy to team structure, will be viewed through the lens of how it contributes to the top and bottom line.

Spending your morning reviewing the latest sales forecasts and adjusting demand generation targets, then brainstorming with your team on how to accelerate pipeline velocity for a key product line.

Building High-Performing Teams

You'll get a real kick out of seeing your team members grow, take on new challenges, and deliver exceptional results. You'll spend a good chunk of your time mentoring, coaching, and removing roadblocks for your managers.

Conducting a quarterly review with a Marketing Manager, not just on their campaign performance, but on their career development, identifying training opportunities and next steps for their progression.

Strategic Impact & Vision

You're not just executing; you're setting the direction. You'll love crafting multi-year marketing strategies, identifying new market opportunities, and presenting your vision to the executive team and even the board.

Leading a workshop with Sales and Product leadership to define the go-to-market strategy for a brand new product launch, sketching out the competitive landscape and our unique positioning.

What frustrates people
  • The 'Leaky Bucket' of Sales Follow-up: Generating thousands of high-quality MQLs only to see them sit untouched in the Salesforce queue for weeks, then getting blamed for 'poor lead quality.'
  • Attribution as a Dark Art: Fighting a constant battle to prove ROI when the sales cycle is 12 months long and involves 15 touchpoints, some of which (like a key advisor's recommendation) are untrackable.
  • The CFO Who Sees Marketing as a Cost Centre: The endless cycle of justifying your existence and budget with lagging indicators, while the sales team's value is measured in real-time revenue.
  • 'Dirty Data' Sabotage: Your brilliant segmentation and personalisation strategy is rendered useless by a CRM filled with duplicate contacts, missing job titles, and data entered by reps five years ago.
  • The 'HiPPO' Request: The Highest Paid Person's Opinion. When the CEO returns from a conference with a 'brilliant idea' for a campaign that derails your data-driven quarterly plan.
  • Last-Minute GTM Scrambles: The product team announces a major change to the launch plan or messaging a week before go-live, forcing a frantic, weekend-long effort to update every single asset.
  • Accountability Without Authority: Being held 100% accountable for the marketing-sourced revenue number, but having 0% authority over sales rep performance or product-market fit.
What this role does not give you
  • A quiet, predictable routine with minimal interruptions.
  • The ability to work in isolation without constant cross-functional negotiation.
  • Guaranteed immediate gratification for every marketing effort.
  • A role where you're solely focused on hands-on execution rather than strategic leadership and people management.

8Who you work with

This role directly shapes the market strategy and revenue generation for a core business unit. You'll be responsible for a significant P&L, influencing everything from product launches and brand perception to sales enablement and customer retention. Your decisions will have a direct impact on our competitive position, growth trajectory, and overall profitability. It's about ensuring marketing isn't just a cost centre, but a strategic growth engine for the entire organisation.

Inside the business
  • VP of Sales
  • Head of Product Management
  • CFO and Finance Leadership
  • Chief Technology Officer (CTO)
  • Legal Counsel
  • HR Director
Outside the business
  • Key Agency Partners (Creative, Media, PR)
  • Industry Analysts (e.g., Gartner, Forrester)
  • Major Customers
  • Technology Vendors (e.g., Salesforce, Marketo, 6sense)
  • Board Members (for presentations and updates)

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Proven experience leading a marketing function or a significant marketing department (e.g., Head of Demand Gen, Director of Product Marketing) for at least 5-8 years.
  • Demonstrable track record of managing multi-million-pound marketing budgets and achieving measurable ROI.
  • Extensive experience building, coaching, and managing teams of 10+ marketing professionals, including managers.
  • Deep understanding of the B2B sales cycle and proven ability to drive sales and marketing alignment.
  • Significant experience presenting strategic plans and performance updates to C-suite executives and board members.
  • A strong portfolio of successful GTM launches and market expansion initiatives.

10What to practise next

Where the job is going, and what to do about it starting this week.

Advanced Predictive Analytics for Marketing ROI

Moving beyond basic attribution to truly understand the predictive value of different marketing investments. This means using advanced statistical models and machine learning to forecast future revenue impact, optimise spend in real-time, and get a much clearer picture of our true ROI. It's about moving from 'what happened' to 'what will happen' and 'what should we do'.

Time-series forecasting for marketing performance · Propensity modelling for customer behaviour · Marketing Mix Modelling (MMM) with granular data · Causal inference in marketing experiments

  • This quarter: Work closely with our data science team (if we have one) to understand their current modelling approaches.
  • Next 6 months: Read up on the latest trends in predictive analytics and MMM, focusing on B2B applications.
  • Next 12 months: Challenge your team to implement one new predictive model for budget optimisation or lead scoring.
  • Ongoing: Regularly review and question the assumptions behind our current ROI calculations.

Quick win: Ask your analytics team to present on one predictive model they're working on, focusing on the business implications and how you can use the insights.

Composable MarTech Architecture

The 'all-in-one' marketing suite is often a compromise. The future is about building a flexible, 'composable' MarTech stack using best-of-breed tools that integrate seamlessly. This allows for greater agility, customisation, and cost efficiency, but requires a deeper understanding of APIs, data orchestration, and vendor ecosystems. It's about building a future-proof foundation.

API-first integration strategies · Customer Data Platforms (CDPs) for unified profiles · Microservices architecture in marketing · Vendor lock-in risks and mitigation

  • This quarter: Review our current MarTech stack with your Head of Ops and identify any integration pain points.
  • Next 6 months: Research leading composable MarTech architectures and their benefits/drawbacks.
  • Next 12 months: Develop a 3-year MarTech roadmap that prioritises agility and best-of-breed solutions.
  • Ongoing: Engage with industry experts and consultants on future-proofing our marketing technology.

Quick win: Map out your current MarTech stack visually, highlighting data flows and integration points. You'll probably spot some immediate areas for improvement.

11Staying current once you are in

What people here do to keep up
  • Actively participate in industry forums and executive roundtables (e.g., B2B Marketing Leaders Forum, CMO Council).
  • Regularly publish thought leadership content (articles, LinkedIn posts, speaking engagements) on key marketing trends and strategies.
  • Mentor junior marketing professionals, both internally and externally, to give back to the community and hone your leadership skills.
  • Attend at least one major industry conference annually (e.g., Dreamforce, Gartner Marketing Symposium) to stay current on trends and network.
  • Engage in continuous learning through executive education programmes or online courses focused on AI, advanced analytics, or business strategy.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Ethical AI & Data Governance in Marketing

With AI becoming central to everything from content creation to lead scoring, the ethical implications and governance requirements are skyrocketing. Regulators are catching up, and customer trust hinges on our responsible use of data and AI. Get this wrong, and you're looking at huge fines and reputational damage.

  • AI bias detection and mitigation
  • Explainable AI (XAI) in marketing decisions
  • Data lineage and audit trails for AI inputs
  • Customer trust frameworks for AI-driven personalisation

Ecosystem Marketing & Strategic Partnerships

The days of purely linear sales funnels are over. Customers buy from ecosystems, not just single vendors. Building strategic partnerships and integrating our marketing efforts into a broader ecosystem (e.g., with complementary tech providers, industry associations) will be crucial for unlocking new growth channels and reaching new audiences. It's about expanding our reach beyond what we can do alone.

  • Co-marketing and co-selling strategies
  • Partner relationship management (PRM) for marketing
  • Channel marketing optimisation
  • Platform-based marketing approaches

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Tiered Account-Based Marketing (ABM) Strategy
  • Demand Waterfall & Funnel Optimisation
  • Multi-Touch Attribution Modelling
  • Product Marketing & Go-to-Market (GTM) Execution
  • Sales & Marketing Alignment (SLA)

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    From Head of Marketing / Senior Marketing Director

    3-5 years in a previous senior leadership role.

    Skills to master

    • Expanding from managing a specific function (e.g., Demand Gen) to overseeing the entire marketing remit for a business unit. Developing stronger P&L ownership and cross-functional influence at the executive level.

    You're ready to move on when

    • Successfully led a major marketing transformation project.
    • Consistently exceeded revenue contribution targets in previous roles.
    • Built and retained a high-performing team of managers.
    • Demonstrated ability to influence C-suite stakeholders on marketing strategy.
  2. 2

    From Director of Product Marketing (large enterprise)

    4-6 years in a senior product marketing leadership role.

    Skills to master

    • Broadening from product-centric GTM to encompass wider brand, demand generation, and customer marketing strategies. Developing expertise in overall marketing operations and MarTech architecture.

    You're ready to move on when

    • Successfully launched multiple complex products to market, exceeding pipeline goals.
    • Deep understanding of buyer personas and value proposition development.
    • Strong collaboration history with sales and product leadership.
    • Proven ability to manage significant budgets for product marketing initiatives.
  3. 3

    From Management Consulting (Marketing/Growth focus)

    5-7 years as a senior consultant, leading marketing strategy engagements.

    Skills to master

    • Transitioning from advisory to direct operational leadership. Building and managing internal teams, navigating corporate politics, and owning P&L rather than just making recommendations.

    You're ready to move on when

    • Led multiple successful marketing strategy projects for B2B clients.
    • Strong analytical and problem-solving skills applied to real-world business challenges.
    • Experience presenting to and influencing executive clients.
    • A clear desire to move into an operational leadership role with direct accountability.

15Where this role leads

The long view: This role can lead to a Chief Marketing Officer or Chief Revenue Officer post, or a General Manager role with full P&L responsibility.

16Pay and demand

Pay & demand

Typical pay £94,135 a year Source: ONS Annual Survey of Hours and Earnings, 2025 (provisional), under the Open Government Licence v3.0

The figure is the median for full-time employees in the ONS occupation this job title codes to (Marketing, sales and advertising directors), from the April 2025 survey, about six months old when published, as ASHE always is. It is that occupation's middle, not this role's. Half earn more.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director of Marketing is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from DEVELOPING A MARKETING STRATEGY, worked against Director of Marketing.

DEVELOPING A MARKETING STRATEGY Level 7

Applied to your work in Director of Marketing

This unit aims to provide learners with an understanding of how marketing plans support strategic objectives and the construction of effective marketing plans. Learners will be able to construct a marketing plan and understand how to promote it in support of strategic objectives, considering risk and mitigation strategies.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Director of Marketing plan, free
See Your Progress Grow Illustration
Director of Marketing
  • Tiered Account-Based Marketing (ABM) Strategy
  • Demand Waterfall & Funnel Optimisation
  • Multi-Touch Attribution Modelling
  • Product Marketing & Go-to-Market (GTM) Execution
  • Sales & Marketing Alignment (SLA)
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

17The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director of Marketing is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Marketing Officer (CMO)

    3-5 years in this Director role.

    From business unit leadership to enterprise-wide strategic accountability.

    • Defining enterprise-wide marketing technology roadmap and data strategy.
    • Leading global marketing initiatives and market expansion.
    • Driving customer experience (CX) across all touchpoints.
    • Developing talent strategies for a marketing organisation of hundreds or thousands.

  2. Chief Revenue Officer (CRO)

    4-6 years in this Director role, often with a strong commercial focus.

    Expanding from marketing leadership to owning the entire revenue engine (Marketing, Sales, Customer Success).

    • Optimising sales methodologies and enablement.
    • Building and scaling customer success teams.
    • Integrating marketing, sales, and CS data for a unified revenue view.
    • Leading large, diverse revenue organisations (hundreds to thousands).
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You're juggling strategic planning, team leadership, budget oversight, and constant stakeholder discussions. Imagine if you could cut through the noise, automate the mundane, and get to the strategic insights faster. That's exactly what AI can do for you.

We're not talking about replacing human creativity or strategic vision. Instead, think of AI as your personal executive assistant, data analyst, and content strategist rolled into one. It's about giving you back hours every week, so you can focus on the big decisions that genuinely move the business forward.

Automated Strategic Insights

Feed raw market data, competitor reports, and internal performance metrics into an AI model. Ask it to identify emerging trends, potential threats, and untapped opportunities. This replaces days of manual analysis with actionable insights in minutes, helping you make faster, better strategic calls.

Predictive Budget Allocation

Use AI to analyse historical campaign performance, market conditions, and sales forecasts to recommend optimal budget allocations across channels and programmes. Run 'what-if' scenarios to see the projected ROI of different spend strategies, making your budget defence to the CFO far more robust.

Executive Communication Drafts

Need to draft a board presentation summary, an internal memo to your team, or a critical email to a key partner? Use generative AI to create high-quality first drafts, capturing the right tone and key messages, allowing you to refine rather than start from scratch. It's a massive time-saver for crucial comms.

Optimised GTM Strategy Generation

Input product features, target personas, and market research, then ask AI to generate initial drafts of go-to-market strategies, including messaging frameworks, channel recommendations, and potential launch timelines. This accelerates your strategic planning and ensures you're considering all angles.

Common questions

Common questions

How do you become a Director of Marketing?

Common routes in include From Head of Marketing / Senior Marketing Director (3-5 years in a previous senior leadership role.), From Director of Product Marketing (large enterprise) (4-6 years in a senior product marketing leadership role.) and From Management Consulting (Marketing/Growth focus) (5-7 years as a senior consultant, leading marketing strategy engagements.). Times vary with prior experience.

Where can a Director of Marketing progress to?

This role can lead on to Chief Marketing Officer (CMO) (3-5 years in this Director role.) and Chief Revenue Officer (CRO) (4-6 years in this Director role, often with a strong commercial focus.), depending on the skills you build.

What new skills matter most for a Director of Marketing?

Increasingly, Ethical AI & Data Governance in Marketing and Ecosystem Marketing & Strategic Partnerships. These are the skills our record of this role lists as growing.

Free tools

Want a read on where you stand?

Three free tools, no account needed. Each one ends with a role, a level and a way in.

Read the Zavmo manifesto to understand how you will be taught Meet your tutors

Or try another one

18Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in marketing

Stay in the field you know and move sideways rather than up.
If you leave this industry

The strategic and commercial skills built in this role transfer to other B2B SaaS companies, larger enterprise organisations, and private equity backed businesses looking for growth. Driving revenue through marketing works the same way even when the products change.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my Director of Marketing plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.