Temporal Technologies - Director, Product Marketing, GTM

• Set Temporal's market priorities across application and AI use cases, audiences, and selected industries. Decide where the company should focus, what outcome Temporal can credibly own, and what must be true for the investment to work. • Set the narrative, quality bar, and business priorities for solutions and vertical marketing. Ensure each solution connects technical architecture to developer, platform, operational, and business outcomes, then guide the Solutions and Value Product Marketer in turning those priorities into market programs and sales plays. • Turn the strategy into GTM plans across the company narrative, web, campaigns, content, events, field programs, and customer activation. Define the role of each channel and keep the story consistent from first exposure through adoption. • Run a disciplined intake and triage process for Sales and Solutions Architecture. Separate one-off requests from recurring market needs, then decide whether the response is positioning, content, competitive work, technical proof, product feedback, or a combination. • Co-own pricing and packaging with the VP of Product Marketing, partnering with Product, Finance, Sales, and Developer Success on customer evidence and market implications. • Partner with Sales, Solutions Architecture, and the Product Marketing Engineers on major objections, new use cases, and strategic opportunities. Determine whether a recurring question requires a validated architecture pattern, a product change, a competitive answer, or reusable market guidance. • Turn the problem, decision, implementation, and results into proof for solutions, verticals, campaigns, and sales plays and into insight for Product, Engineering, and GTM strategy. • Set priorities for the Solutions and Value Product Marketer and the Principal Competitive Intelligence Product Marketing Engineer and Competitive Intel PMM . Hold the work to measurable outcomes and turn field and technical findings into decisions about positioning, product strategy, campaigns, and sales strategy. • Partner with the existing Enablement pod, which will turn positioning, proof, and assets into training and ongoing field readiness. • Keep the Core Product Marketing leader, Demand Generation, Brand, Communications, Sales, and Enablement aligned around the same market priorities so product launches, solution stories, campaigns, and field narratives reinforce one another. • A record of taking technical positioning from strategy through campaigns, field execution, and adoption. You understand how Product Marketing, Growth, Demand Generation, Brand, and Sales work together. • A record of creating narratives and programs that technical practitioners and enterprise decision-makers act on, and that Sales and Solutions Architecture use in real customer conversations. • Strong writing and editorial judgment. You can turn a complicated architecture into a clear story without losing the details that technical buyers care about. • Experience setting campaign and activation strategy and using market, program, and product signals to improve positioning, audience choices, and investment. You can partner with Product and Finance on pricing and packaging decisions even when they are not your sole charter. • The ability to build an intake and prioritization system that responds to the field without allowing the roadmap to become a queue of one-off requests. • The judgment and presence to lead a large Sales and Solutions Architecture audience, work as a peer with senior leaders, make decisions within your charter, and align teams around a recommendation. • Experience managing senior individual contributors and setting a high bar while giving them room to own their work. • Comfort with changing priorities, incomplete information, and a growing company's need to build process while continuing to deliver.