# Director of Marketing: Roles & Responsibilities *[Company], draft v1, prepared by Brycen Coffman. Built as a 4R document: Role, Responsibilities, Results, Requirements. Will be reformatted to match the company 4R template once uploaded. [Brackets] mark numbers we set together.* **Seat:** Director of Marketing **Reports to:** Adura, Founder / CEO **Also holds:** Growth Lead, Pod 1, through creator 5 only. Hands off at creator 6 per the pod structure doc. **Direct reports:** Phase 1: shared contractors (media, creative and copy, funnel and tech). Phase 2: CSM/PM hire plus central teams. Phase 3: Growth Leads plus central team leads. --- ## 1. ROLE **The one-sentence job:** Build and run the machine that turns creator audiences into world-class offers, live within 30 days of signing, repeatably, profitably, and without the Director needing to be in every room for the standard to hold. Two hats, on purpose: **Director of Marketing** owns the system: the 30-day offer factory, the standards, the playbooks, the hiring triggers, the scoreboard. This hat is permanent. **Growth Lead of Pod 1** proves the system on the first five creators with my own hands: offer strategy, campaign direction, results. This hat is temporary by design. At creator 6, Pod 1 goes to its own Growth Lead and I exit day-to-day delivery. The seat is judged on the machine, not the launches. If the factory only produces when I personally push it, I've failed at the actual job. --- ## 2. RESPONSIBILITIES ### A. The Offer Factory - Own the signed-to-live pipeline end to end: audience excavation, offer design, funnel build, copy, wiring, launch, optimization. - Enforce the stage gates. Nothing advances without passing its gate. Nothing ships below the standard checklist. - Run the launch retro after every launch and fold every lesson into the playbook within 48 hours. ### B. The Team - Hire on triggers, not vibes, per the pod structure doc. Open every search the day its trigger fires. - Coach Growth Leads into mini-CEOs of their pods. Ramp Growth Lead 2 before Pod 1 fills. - Run central teams with stable assignments: each pod keeps the same buyer and writer by default so voice and account knowledge compound. - Convert any contractor sustaining 25-30+ hours a week for a month into the internal team. ### C. Pod 1 Delivery (temporary by design) - Serve as Growth Lead for creators 1 through 5: creator relationship, offer strategy, campaign priorities, results. - Carry the PM hat only until creator 2 signs, then hand coordination to the PM/CSM hire. - Document everything I do in this seat as I do it. Pod 1's playbook is the template every future pod runs on. ### D. The Scoreboard - Define the metrics that matter per offer, per creator, per pod. Publish them where everyone sees them. - Track every pod as its own P&L: share of creator revenue, minus pod labor, minus its slice of central teams. - Bring Adura a weekly scorecard: numbers, calls made, calls needed. No surprises, ever. - Make kill and scale decisions on data, in days, not quarters. ### E. Playbooks & AI Infrastructure - Turn every repeated task into a playbook, an automation, or an AI-assisted workflow. - Build the marketing stack so a lean senior team outproduces a bloated agency: research, copy drafting, creative iteration, reporting. - Design every system so it survives me. No single point of failure, including the Director. ### Explicitly NOT this seat - **Creator acquisition.** Signing the next creator sits with Adura and partnerships. Pods never carry their own pipeline. - **Back office.** Finance, legal, admin. - **Final capital calls.** Adura owns vision, capital, and final calls. - **Running two pods.** Nobody runs two pods. Including the Director. Especially the Director. --- ## 3. RESULTS How this seat gets judged. Targets in brackets get locked with Adura. 1. **Speed:** every creator goes from signed to live offer in 30 days or less. [By creator 3, this is the standard, not the stretch.] 2. **Proof:** Pod 1 P&L green by [creator 3 / month X]. 3. **Scale:** [X] live offers and [$X] monthly partner revenue by [month 12]. 4. **Quality:** zero launches shipped below the standard checklist. Creator retention at [X]%. 5. **Team:** every hire tied to its trigger. Growth Lead 2 hired and ramped before Pod 1 fills. Pod 1 handed off clean at creator 6. 6. **Compounding:** every launch retro'd within 48 hours, playbook updated, and launch effort measurably dropping cycle over cycle. --- ## 4. REQUIREMENTS What the seat needs to deliver those results. **Decision rights** - Hire and release within pre-agreed comp bands without a second approval. - Greenlight or kill offers pre-launch. If it doesn't clear the gate, it doesn't ship, and that call sits here. - Choose the marketing stack and tooling within an agreed budget. **Pre-agreements** - Capacity caps and hiring triggers signed off up front: five creators per pod, the trigger table in the pod doc. - Comp bands for the CSM/PM and Growth Lead 2 agreed now, so searches open the same day a trigger fires. **Budget** - Contractor budget per phase, agreed in advance. - Media budget authority per launch within agreed caps. **Access** - Direct line to every Pod 1 creator. No relay through layers. - Standing weekly 1-1 with Adura. - Full visibility into revenue and payment data. The pod P&L is only real if the numbers are. --- ## THE VISION FOR THIS DEPARTMENT Here's what I'm building and why I'd bet on it. I co-founded and ran marketing for two prop trading firms doing eight figures a year combined: 165 email campaigns and four-plus launches a month across both brands. I was also the single point of failure for every piece of software in the building. I'm proud of the first part. The second part caps a company, and I watched it happen. So this department gets built differently from day one. **A team of badass individuals.** Every seat filled by someone who holds the standard without being watched, figures things out without being unblocked, and gives feedback straight. Small, senior, obsessed. Iron sharpens iron. A Players attract A Players and repel C Players. **A factory, not a hero.** World-class offers from scratch in 30 days, and not on heroics: the machine has done it before, and every launch made it better. Playbooks versioned like software. Stage gates that don't bend. A scoreboard everyone can read. **Leverage everywhere.** AI infrastructure under every repeated task, so ten people produce like fifty and the interesting work stays human: strategy, offers, creative judgment, creator relationships. **Built to clone.** When Pod 1 is full and profitable, we don't stretch it. We clone it. Growth Leads run pods like their own companies, central teams keep them supplied, and the whole thing scales without the wheels coming off or the standard slipping. Twelve months from now, a creator signs and their audience gets a world-class offer 30 days later, in their voice, at a quality bar most agencies can't hit in six months. That's the department. That's the job. --- ## THE 30-DAY OFFER FACTORY (v1 skeleton) The operating rhythm this seat runs. Draft, to be pressure-tested on creators 1-3. **Days 1-7: Excavate.** Audience audit, creator voice capture, offer design. What has this audience already proven they want, and what has this creator earned the right to sell? *Gate: offer brief approved by Growth Lead and creator.* **Days 8-15: Build.** Funnel pages, sales copy, email sequences, creative. Written in the creator's voice, checked against the standard checklist. *Gate: every asset passes the checklist. Below the bar goes back, no exceptions.* **Days 16-22: Wire.** Payments, tracking, automations, deliverability, QA. Full dry run. *Gate: an end-to-end test purchase completes clean, tracked, and tagged.* **Days 23-30: Launch.** Traffic on. Daily standup on the numbers. Kill and scale calls made on real data, fast. *Gate: retro written within 48 hours of launch, playbook updated, at least one thing made faster for the next creator.*