Sr. Product Marketing Manager

Sr. Product Marketing Manager

Remote-United States or Canada

Who Are We?

Thanx is a leading loyalty and guest engagement platform for regional and national restaurants. We help brands drive profitable growth by increasing guest frequency, growing digital sales, and reducing reliance on discounts. Most loyalty platforms work for guests who are already loyal. Thanx unifies loyalty, digital ordering, and marketing automation in one platform that turns first-time and casual guests into regulars, treating loyalty as a business outcome, not a program, and engaging across the entire guest base.

Thanx has raised more than $30M from elite investors including M33 Growth, Ribbit Capital, and Sequoia Capital. Our success is rooted in a culture that has attracted some of the best talent in the country, and we are proud of strong employee tenure, a track record of internal promotions, and the company-wide shift to working AI-native over the last 18 months. We credit our cultural "core behaviors" with these accomplishments: Think Boldly, Execute Reliably, Focus on What Matters, Say "Thanx" Genuinely, Encourage Diverse Perspectives, and Lead, Virtually.

Who Are You?

You're a product marketer who owns outcomes, not output. You are naturally curious about customers and not-yet customers. You write well and fast, and you get real satisfaction out of turning a customer's results into something a salesperson, a CSM, or a prospect can immediately use.

You've spent enough time in growth-stage B2B SaaS to know how companies like ours work: how sales cycles move, what CS teams need, why launches succeed or stall. You have run launches where you set the strategy, not just the deliverables, and you have built positioning that sales adopted because it worked, not because you told them to.

You decide what matters and what doesn't. You hold a steady output of high-quality material, you figure things out when the path isn't obvious, and you notice a gap and fill it before anyone assigns it. You are equally comfortable briefing the exec team and sitting on a customer call taking notes.

Everyone at Thanx has equity and is expected to operate like an owner. That means real intensity, including evenings and weekends when the work calls for it. If that isn't what you're looking for right now, this isn't the right role. We would rather you know that before you apply than after you start.

Position Overview

Thanx ships a lot. That effort only matters if the market, our prospects, and our own customers understand it and adopt it. The range is wide: big agentic AI launches like our most recent, RecoveryAI; technical ones like Square ordering, where the value exists in the minutia; and everything in between. Each has a different goal, and you work backward from that goal rather than running the same playbook every time.

That's this role. You own how the market understands what we build. You set launch strategy, own positioning and messaging for the surface areas you cover, and turn what our customers are doing into proof that makes the value obvious to prospects, customers, internal teams, and partners.

You report to the VP of Marketing and operate as a peer to sales, CS, product, and partnerships leadership. You will lead cross-functional launch teams without formal authority over them, brief the exec team on what is and isn't landing in market, and make the call on what we do and don't invest in.

How We Work With AI

What Thanx gives you

AI capability at Thanx is infrastructure, not a perk. You will be given the tools, the budget, and the working culture to get good at this quickly:

• Real token budgets. You will not be rationed on the tool you use to do your work.
• Keystone. Our homegrown connective tissue that puts company data and tooling into a queryable, natural-language format.
• The Grid. An internal site to host AI-built applications, reports, and tools that can be shared company-wide.
• A show-and-tell culture. People here demo what they have built, and it becomes something the rest of the company uses. Getting up the learning curve is a shared project, not a solo one.
• A growing library of tools we built ourselves. Marketing runs its own marketing calendar app, marketing dashboard, competitive intelligence hub, case study asset builder, and sales demo platform. You will add to it: build the tools that take repeatable work off your plate, and hold the output to a higher standard.

What we expect from you

• You treat AI as a working partner. You know the output is only as good as the context you give it and the review you do afterward, and you invest time in both.
• You build or improve things other people use. When you solve a problem, you put in the extra effort to make the solution reusable, so nobody on your team has to solve it again. Then you do the harder part: make it good enough, and obvious enough, that using it beats going back to the old way.
• You do not wait to be assigned the work. You notice when a one-off request is really a recurring problem, and you decide it is worth solving before anyone asks you to.

At review time, the question is not how much you used AI. It is what you built, who else is using it, and how your team works differently because of it.

What it looks like in this role

• You build the tool that makes the content. Instead of just writing the case study, you also build what orchestrates the whole case study production process: one customer interview in, a dozen usable formats out, page drafts in Webflow, deck content, and social assets that don't wait on a designer. Sales and CS run it themselves rather than queuing behind you, and the test is whether what comes out is usable without review cycles.
• You find the stories in the product. You use our internal analytical AI tool, Sherlock, to investigate how customers actually run their business on Thanx, surfacing the learnings and outcomes that today only exist in our CSMs' heads. You turn those golden nuggets into externally facing content in days, not weeks. Gone are the days of long-form content that takes months to produce.
• You get content seen. You treat distribution as half the job. You keep trying formats until one breaks through: video, podcasts, live events, office hours, community forums, whatever gets the audience to show up, and you use AI to make the learning curve shorter and the output more fun.
• You know the market and the competitive landscape cold. You use AI to listen for and understand what competitors are shipping and what operators are actually dealing with - traffic softness, labor costs, delivery margins - and can explain how those connect to what we sell and how we are different.

Key Responsibilities

• Positioning and messaging. Own product-level positioning and messaging for the platform areas you cover. Build the frameworks, get sales and CS to adopt them, and revise them as the market and the roadmap change. You are the person who decides how we talk about what we build, and the person who defends that choice when someone disagrees.

• Launch strategy and delivery. Own launches end to end: set the tier, define the goal, choose the tactics that fit that goal, run the cross-functional team, and report honestly on what worked. You decide what gets a full launch and what gets a release note, and you make that call based on business impact, not internal enthusiasm.

• Customer stories and proof. Own the proof library, not just the individual stories. Interview newly launched customers and the internal teams behind them, find the unique angle, and produce everything from short reference stories to full case studies with quotes, metrics, and narrative. Build the system that turns one interview into one-pagers, slides, use case documentation, and the proof that answers "show me someone doing this" and "when would I use this feature?" Know where the gaps in our proof are before sales tells you.

• Enablement for sales, CS, and partners. Own what those teams know and say about the platform. Build the training, the competitive positioning, and the objection handling, then measure whether it is being used and whether win rates moved. Work directly with sales and CS leadership on where the gaps are.

• Market and competitive command. Own our point of view on what competitors are shipping and what restaurant operators are actually dealing with. Bring that back into positioning, roadmap conversations, and exec discussions. Be the person the exec team asks when they want to know what is happening in market.