Sr. Product Marketing Manager at Thanx

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. 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. 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: 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 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. Thanx ships a lot. That effort only matters if the market, our prospects, and our own customers understand it and adopt it. technical ones like Square ordering, where the value exists in the minutia; 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. Our homegrown connective tissue that puts company data and tooling into a queryable, natural‑language format. An internal site to host AI‑built applications, reports, and tools that can be shared company-wide. Getting up the learning curve is a shared project, not a solo one. Marketing runs its own marketing calendar app, marketing dashboard, competitive intelligence hub, case study asset builder, and sales demo platform. 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. 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 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. Build the frameworks, get sales and CS to adopt them, and revise them as the market and the roadmap change. Customer stories and proof. 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 training, the competitive positioning, and the objection handling, then measure whether it is being used and whether win rates moved. Market and competitive command. Own our point of view on what competitors are shipping and what restaurant operators are actually dealing with. Be the person the exec team asks when they want to know what is happening in market. External and in-product content. Keep a regular cadence of customer-win content for social and partner channels ("this brand launched this week, here's why it's interesting"), and apply a product marketing lens to the Help Center and in-dashboard content: embedded video, plus the context that explains why an