Marketing
Growth
Strategic thinkers who turn market insights into scalable systems, not just campaigns. You'll build growth engines that compound over time, becoming the CMO who transforms entire business models through disciplined experimentation and customer obsession.
The Career Arc
Rotational · L1–L3
Build the Growth craft. Prove you can wield the tools of Marketing.
Transformational · L4–L7
Deliver Growth outcomes — each Marketing tour at this altitude has a defined mission and success criteria.
- L4 : Lead growth programs and mentor others
- L5 : Drive growth strategy and innovation
- L6 : Define growth strategy and discover the company's highest-impact growth levers
- L7 : Serve as the company's foremost growth strategist
Manage a Team?
Great Growth managers are practitioners first. The Marketing IC responsibilities in L4–L7 are your foundation — your management responsibilities are additive:
- • Hire marketers who understand the customer—not just the channel
- • Coach strategic thinking—connect campaigns to business outcomes
- • Run 1:1s that develop both creative instincts and analytical rigor
- • Give feedback that challenges ideas while respecting creative risk-taking
- • Remove blockers—fight for budget, cross-functional alignment, and brand latitude
Foundational · L8–L9
Shape the Marketing organization from the Growth chair — build institutions, not just products.
L1 — Associate Growth Marketing Specialist Rotational
Mission
Learn growth marketing fundamentals
This tour of duty
Run your first growth experiments
Own the outcomes
- • Learn growth marketing fundamentals and experimentation
- • Support experiment design and execution
- • Assist with data analysis and reporting
- • Build hypotheses for growth opportunities
- • Track experiment results and learnings
- • Participate in growth review meetings
Growth at L1 — the competency bar
AI in this role
- • Analyzing funnel data
- • Creating experiment hypotheses
- • Building test plans
L2 — Junior Growth Marketing Specialist Rotational
Mission
Run experiments with guidance
This tour of duty
Find a winning experiment and scale it
Own the outcomes
- • Run growth experiments with guidance
- • Analyze funnel data for opportunities
- • Execute A/B tests and measure results
- • Document experiment learnings and insights
- • Build relationships with Product teams
- • Identify patterns in user behavior
Growth at L2 — the competency bar
AI in this role
- • Developing experiment designs
- • Analyzing results
- • Creating optimization strategies
L3 — Senior Growth Marketing Specialist Rotational
Mission
Own growth experiments independently
This tour of duty
Build a growth program that moves metrics
Own the outcomes
- • Own growth experiments independently
- • Develop experiment strategies and roadmaps
- • Find and scale winning growth levers
- • Build growth models and frameworks
- • Handle growth loop optimization
- • Contribute to growth best practices
Growth at L3 — the competency bar
AI in this role
- • Building growth models
- • Analyzing user behavior
- • Creating scaling plans
L4 — Staff Growth Marketing Manager / Manager, Growth Marketing Transformational
Mission
Lead growth programs and mentor others
This tour of duty
Discover a growth lever that transforms acquisition
Own the outcomes
- • Lead growth programs and mentor others
- • Develop growth experimentation playbooks
- • Build relationships with Product leadership
- • Create innovative growth strategies
- • Influence product roadmap for growth
- • Train others on growth techniques
Growth at L4 — the competency bar
AI in this role
- • Developing growth frameworks
- • Analyzing retention drivers
- • Creating training content
L5 — Senior Staff Growth Marketing Manager / Senior Manager, Growth Marketing Transformational
Mission
Drive growth strategy and innovation
This tour of duty
Build growth loops that drive sustainable growth
Own the outcomes
- • Drive growth strategy and innovation
- • Define best practices for growth excellence
- • Shape strategic initiatives for sustainable growth
- • Build growth loops that compound
- • Influence company strategy through growth
- • Create growth frameworks that scale
Growth at L5 — the competency bar
AI in this role
- • Building growth strategies
- • Analyzing market trends
- • Creating thought leadership
L6 — Director, Growth Marketing Transformational
Mission
Define growth strategy and discover the company's highest-impact growth levers
This tour of duty
Build a team that drives growth experimentation
Own the outcomes
- • Define growth strategy and discover the company's highest-impact growth levers
- • Architect experimentation approaches that drive exponential growth
- • Establish best practices and playbooks that elevate growth excellence
- • Serve as the expert on growth experimentation and sustainable scaling
- • Drive initiatives that shape growth marketing approach company-wide
- • Influence company strategy through deep growth and experimentation insights
Growth at L6 — the competency bar
AI in this role
- • Capacity planning
- • Building team playbooks
- • Creating experiment programs
L7 — Senior Director, Growth Marketing Transformational
Mission
Serve as the company's foremost growth strategist
This tour of duty
Scale growth across products or markets
Own the outcomes
- • Serve as the company's foremost expert in growth marketing methodology
- • Define the strategic framework for sustainable and compounding growth
- • Establish thought leadership in growth experimentation and innovation
- • Architect innovative growth loops for transformational scaling
- • Drive cross-functional alignment on growth strategic initiatives
- • Shape growth culture through expertise and best practices
Growth at L7 — the competency bar
AI in this role
- • Growth analysis
- • Building scale strategies
- • Creating efficiency frameworks
L8 — VP, Growth Marketing Foundational
Mission
Own growth strategy
This tour of duty
Transform growth practices
Own the outcomes
- • Own growth strategy and planning
- • Build organizational structure for growth scale
- • Define growth investment and priorities
- • Establish growth culture and operations
- • Drive alignment with Product on growth
- • Represent growth in executive forums
Growth at L8 — the competency bar
AI in this role
- • Organizational modeling
- • Building growth strategies
- • Creating executive content
L9 — SVP, Growth Foundational
Mission
Define the growth strategy
This tour of duty
Define the growth strategy
Own the outcomes
- • Define the growth strategy for the company
- • Shape company approach to sustainable growth
- • Establish initiatives for compounding growth
- • Build programs that drive exponential growth
- • Drive growth culture and excellence
- • Influence board decisions on growth investment
Growth at L9 — the competency bar
AI in this role
- • Strategic planning
- • Building board content
- • Creating growth strategies
What Hiring Managers Look For
L1-L3: Hiring managers want proof you can execute campaigns that directly moved revenue metrics, not just engagement vanity metrics.
L4-L6: Decision-makers look for evidence you've built repeatable growth systems across multiple channels, not just optimized existing ones.
L7+: Boards evaluate your track record of scaling marketing organizations through hypergrowth phases while maintaining unit economics discipline.
Common Career Transitions
Growth Marketing → Product Marketing at L4-L5 for deeper customer insight ownership
Growth Marketing → Revenue Operations at L5-L6 for end-to-end funnel accountability
Growth Marketing → General Management at L6+ leveraging data-driven scaling experience
Official Classifications
| System | Code | Official Title |
|---|---|---|
| O*NET-SOC (US) | 13-1161.00 | Market Research Analysts and Marketing Specialists |
| ISCO-08 (UN/ILO) | 2431 | Advertising and marketing professionals |
| ESCO (EU) | — | marketeer |
| SSOC 2024 (Singapore) | 24310 | Advertising and Marketing Professionals |
| NCO-2015 (India) | 2431.0100 | Advertising and Marketing Professionals |
At L6 and above, the manager classification 1221 — Sales and marketing managers applies IN ADDITION to the professional code — a manager is a superset of the individual contributor, never a replacement.
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