About the role
Who we are In the past, to be a successful restaurateur, you simply had to have a passion for food and a passion for people - but to succeed as a digital restaurateur you also need to have a passion for technology. We believe in the joy of serving others, and that's why we created Otter – to help restaurateurs succeed in online food delivery. Restaurants around the world, both large and small, including Chick-fil-A, Ben & Jerry’s, KFC, and Eataly trust our software to power their delivery business. We increase sales, reduce order issues, and decrease delivery headaches.
About
the role We're looking for a Director of Product Marketing to lead product marketing for Otter and own go-to-market for our product suite — POS, payments, analytics, and other special projects (ENT & SMB). This is a leadership role with a broad mandate: you'll own positioning and messaging, lead GTM from strategy through launch and post-launch growth, and connect Product, Sales, Customer Success, and Marketing so each launch lands and each product keeps growing. You'll be responsible for business outcomes — adoption, revenue, and retention — across markets and segments, and you'll build and lead the PMM team that gets us there. The ideal candidate is a seasoned product marketing leader who has mastered the craft and knows how to scale it through a team. You're equal parts strategist and operator — comfortable setting a portfolio positioning strategy and just as comfortable in the product lifecycle, writing the messaging, and shaping the launch. You embody the voice of the restaurant operator, turn complex products into stories a busy operator immediately gets, and you run on data. You've owned targets, navigated ambiguity in a fast-growing business, and built teams that punch above their weight.
What you'll do Own the positioning and messaging framework for Otter's product suite — differentiated, grounded in operator pain, and consistent across markets, segments, and every stakeholder touchpoint. Lead go-to-market for Otter as a line of business: strategic planning, launch strategy, sales enablement, and post-launch growth programs — owning the success metrics for each. Set growth and retention targets and build quarterly marketing plans across the customer lifecycle, partnering with Growth and Lifecycle to drive activation, adoption, MAU, and upsell. Build, manage, and develop a high-performing PMM team (managers and ICs) — set the vision, operating principles, and plans that set each marketer up to succeed. Own pricing and packaging strategy in partnership with Product and Finance. Embody the voice of the customer — run segmentation and user research, and translate needs into opportunities that shape product strategy and the roadmap. Build sales enablement reps win with — pitch decks, one-pagers, battlecards, demo narratives, and objection handling — and drive sales knowledge transfer across the org. Own competitive intelligence for restaurant tech and turn it into positioning and enablement that wins deals. Develop buyer and user personas across segments — from independent operators to enterprise and multi-unit — and tailor messaging for each. Partner cross-functionally with Product, Sales, CS, and broader Marketing to hit shared go-to-market objectives and sales targets. Establish the measurement that gives leadership confidence in GTM decisions — funnel, adoption, and revenue impact — and read results honestly.