Chief Marketing Officer

Role

Sortly is at the inflection point that separates companies that scale from companies that plateau. Our north star is $50M ARR. doubling from where we are today. The path there is not a bigger version of the path that got us here.

Three things have to be true at once:

• We have to sell differently. Moving upmarket into a sales-assisted motion, with a sharpened ICP focus on Construction and Field Services segmented by headcount, requires a different demand architecture, message, and buying journey than the one that built our current base.
• Hold our market position. Increased competition is creating growth pressure. Now a well funded competitor is encroaching on Sortly winning new customers.
• We have to land the next act. Our next-generation AI-native product is the biggest bet in the company. How we position and sequence it determines whether it reads as a category shift or a feature release.

We have execution capacity in-house. What we're in the market for is the pattern recognition of someone who has stood at this altitude before and knows which levers to pull.

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Impact

Build the marketing strategy map that gets Sortly from $25M to $50M — and transfer the thinking to our VP of Marketing.

• ICP & segmentation. Define and pressure-test the Construction Field Services ICP, including which headcount bands are a real opportunity and which consume resource without returning it. Establish a segmentation model where self-serve, mid-market, and upmarket don't cannibalize each other.
• Upmarket demand architecture. Design the demand and pipeline model for a sales-assisted motion, and define the marketing contribution model with the CRO. What marketing owns, what sales owns, and what each is measured on.
• Competitive positioning & retention. Create a strategy to effectively compete against a well-funded competitor.
• AI-native go-to-market. Build the category narrative, launch sequence, and proof strategy; including how the new product relates to the existing product story rather than competing with it.
• Capability transfer. Coach the VP of Marketing, recommend the org design required at $50M scale, and leave behind frameworks and decision logic rather than dependency.

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How This Role Operates

Founder & CEO: Strategic partner. Weekly working session. Outside perspective, hard truths, and help sequencing bets.

CRO: True peer. You jointly own the go-to-market model and the definition of pipeline quality. Alignment here determines whether the upmarket motion works.

VP of Marketing: Strategic coach, not a manager. The VP reports to the CRO and owns execution and the team; you raise the ceiling on their strategic thinking. Weekly cadence.

This is a strategy architecture role; not an interim VP, not campaign execution, not a line management seat, and not a placeholder while we search for a permanent CMO.

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Who We're Looking For

• Has taken a B2B SaaS company from roughly $20M to $50M+ ARR in senior marketing leadership, or owned a comparable band inside a larger organization. We want someone who has lived the $20M–$100M range, not someone who has only operated above or below it.
• Built an upmarket, sales-assisted motion — ideally with a self-serve or product-led foundation to protect
• Credibility with non-technical operational buyers; construction, field services, industrial, or logistics verticals a strong plus
• Brought an AI or platform-shift product to market in a way that established category relevance rather than feature parity
• Has coached marketing leaders, with real examples of someone who grew under them

Direct and candid with executives. Builds strategy with people rather than delivering it to them.

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How to Apply

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