Product Marketing Lead

Background Nash powers the logistics infrastructure behind some of the most recognizable brands in commerce, including Walmart, Urban Outfitters, and 7-Eleven, along with platforms like Shopify and Toast. We are scaling fast, the category is forming around us, and we are building the product marketing function from scratch. We're hiring our first Product Marketing Lead to own positioning, narrative, launches, and the strategic voice of the platform that is becoming foundational to modern commerce. The Role This is the strategic seat where positioning, narrative, customer truth, competitive worldview, and launch craft come together. It is also where the next chapter of Nash's product strategy is shaped. Product marketing can take many different forms in different organizations... It can be a function to spit out whitepapers and datasheets, a megaphone for product management, or… it can be something very different: a force multiplier for the whole organization. We're looking for the latter. You'll report directly to our Chief Growth Officer (whose career has been building and leading marketing, growth, and product organizations at companies like Twilio, Plaid, and Salesforce). You'll work as a peer to our Product Team, and alongside our CEO, our CTO, and a small, senior, fast-moving cross-functional group across product, engineering, sales, and growth. The bar for taste, craft, and strategic thinking on this team is high, and the trajectory for someone strong in this seat is significant. How We Think About PMM The best PMMs sit at the intersection of three rare skills: technical curiosity, business acumen, and creativity. You don't need to be a coder, but you need to understand technical implementation, tradeoffs, and be able to talk to a technical audience credibly enough to know what they'll ask next. You don't need to be a salesperson, but you need to read buying behavior, understand the worldview of the decision-maker, and articulate the value of the problem we're resolving (not the value of our product). You talk in the language of the customer, not the language of our company. You don't need to be a designer or a copywriter, but you need to write narratives with emotional resonance, position with clear differentiation, and find the experiment, the data, or the execution model that actually moves the needle. The skills are hard enough to find in one person. The harder bar is what you do with them. Great PMM teams are not measured on what they did. They are measured on what they got the company to achieve together. They don't ask the org to enable them...

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