CMO – Growth and Brand — Data And Evaluation Platform

The mandate

A data and evaluation platform has earned technical recognition but lacks a marketing authority capable of governing how benchmarks, model comparisons and responsible-AI capabilities are represented in market. Sales teams and partners use evidence unevenly; buyers struggle to distinguish decision-grade evaluation from promotional scoring. The board has planned a new CMO seat to build growth on claims the organisation can defend.

Approximately 325 employees and material partners work across evaluation science, data operations, product, engineering, commercial, customer success and policy from London. The onsite CMO owns market intelligence, category strategy, brand, demand, communications, lifecycle marketing and customer insight, reporting to the Group Chief Executive or designated executive committee sponsor.

The category strategy must begin with buyer decisions. Model developers, enterprise risk leaders, procurement teams and regulators ask different questions about quality, safety, bias, robustness and cost. Marketing will define use cases and evidence thresholds for each audience rather than presenting one score as a universal answer.

Benchmark communication needs governance. Dataset composition, version, contamination risk, scoring method, confidence and limitations affect every claim. The CMO will establish review with evaluation, legal and product leaders before publication. A technically true result can still mislead when caveats are hidden or incomparable models are placed on one ranking.

Responsible-AI positioning must be demonstrated through product behaviour. Data rights, evaluation lineage, reviewer independence, result interpretation and appeals are not campaign language. Marketing will translate these controls accurately, using customer proof only where permission and context support it.

Demand generation will focus on qualified problems. Content and events should help buyers recognise when they need pre-deployment evaluation, continuous monitoring, vendor comparison or regulatory evidence. Leads that seek a predetermined pass result or public endorsement without appropriate testing will be declined rather than nurtured as strategic opportunities.

The growth model will connect acquisition to retained product use. Source, sales effort, implementation, evaluation consumption, expansion and support cost must be visible by cohort. The CMO will stop channels that create high-intent demonstrations but little recurring evaluation activity. Pipeline value alone cannot validate market fit.

Brand trust includes incident conduct. Disputed scores, leaked results, dataset criticism or model-provider challenge require factual, timely response. Communications will separate what is known, under review and corrected. The company will not defend an error to protect campaign momentum, nor withdraw sound findings because a prominent provider objects.

Customer evidence will be carefully chosen. Case studies need a defined decision, baseline and result; anonymity may be necessary for sensitive deployments. Marketing must not imply regulatory approval or general safety from a narrow evaluation. Comparative material will retain the conditions that made the comparison valid.

Market intelligence should influence the evaluation roadmap without controlling scientific judgement. Buyer objections, emerging rules, procurement patterns and competitor claims will be synthesised for product and leadership. The CMO will distinguish a real unmet decision need from requests for an easier score.

Partner marketing requires boundary control. Consultancies, cloud providers and model vendors may extend reach while introducing conflicts. Co-marketing must state roles and preserve independence. A provider whose model is evaluated cannot edit the conclusion or use the platform mark as an unrestricted endorsement.

International expansion will be evidence-led. Language, regulation, data access and buyer maturity shape market entry. The CMO will establish whether the product, sales capability and local proof are ready before funding broad awareness. London remains the operating centre, but the market remit is wider.

The new function needs product-marketing and technical-content depth. Marketing operations, brand and communications will use common claims and funnel evidence. Evaluation specialists may contribute, but scarce researchers should not become a substitute for a capable team that understands the science.

What you will own

• Buyer-led category and segment strategy.
• Benchmark and comparative-claim governance.
• Responsible-AI brand and market education.
• Qualified demand and cohort growth economics.
• Customer evidence and lifecycle marketing.
• Incident and scientific communications.
• Partner positioning and conflict boundaries.
• Marketing organisation, agencies and capability.

The first 12 months

Within 45 days, audit public claims, benchmark use and demand sources; correct any material ambiguity; and interview priority buyer groups about evaluation decisions. Establish a cross-functional claims council.

By month six, launch distinct propositions for model developers and enterprise buyers, implement cohort reporting and publish evidence standards for comparative content. Train commercial and partner teams on approved claims.

At twelve months, increase qualified pipeline by 60%, improve opportunity-to-recurring-use conversion by 20 percentage points and source £45 million of annualised revenue at target acquisition efficiency. Every benchmark claim must carry approved context, with zero unresolved misleading-claim findings and three priority markets showing repeatable buyer engagement.

What the sponsor will examine

• Buyer problems defined before campaign activity.
• Benchmark limits visible alongside results.
• Growth measured through retained evaluation use.
• Provider relationships not compromising independence.
• Errors corrected without defensive communications.
• Marketing capability reducing reliance on researchers.

The person

You bring 22–28 years in enterprise technology, data, assurance or regulated-market marketing, including CMO authority. Your record includes category creation, technical product marketing, evidence-governed claims, international demand and brand response during product or scientific challenge.

Candidates must describe a high-performing claim they withdrew because context made it misleading, and a market category they built without overstating product authority. This permanent onsite role is based in London with frequent customer, policy and partner engagement.

Compensation and terms

Base compensation is £210,000–280,000 plus annual incentive linked to qualified growth, retained use, claim integrity, brand trust and team creation. The permanent onsite London CMO reports to the Group Chief Executive or designated executive committee sponsor. This is a planned new appointment.

Confidentiality

The platform, datasets, evaluations, model providers, customers, claims reviews and market plans remain confidential. Further access follows suitability, conflicts and executed confidentiality. Applicants must not contact AI vendors, benchmark organisations, customers or policy bodies to infer the client.