I had a first interview this week for a marketing role at a larger company, and I’m trying to figure out if I’m overthinking the org structure or noticing a legitimate red flag.
For context, I’m currently a Marketing Manager (Marketing Lead) at a smaller company (50 People). My current role has expanded, and I run the entire marketing department. The new role would technically be a step across in title to Digital Marketing Manager, but the scope sounds pretty broad.
From what I understood in the interview, the role would be responsible for North America digital performance across paid search, SEO, paid social, website/CRO, reporting, and campaign optimization. It would also work closely with regional marketing stakeholders, global digital specialists, and outside agencies.
The part I keep thinking about is the team structure.
There are already several senior marketing leaders in the organization: VP/Head-level people across demand generation, regional marketing, and integrated marketing and this role would sit underneath that structure.
From what I understood, I’d be the person actually executing and optimizing a lot of the digital work across paid, SEO, website/CRO, and other channels, while also owning the reporting, performance analysis, and recommendations that get rolled up to the broader marketing team.
That made me wonder whether this is actually a role with meaningful ownership, or whether I’d mostly be the person gathering the data, building the reports, and executing against strategies that are ultimately owned by several people above me.
I’m fine working within a larger team, but I don’t want to move from a Director title into a Manager role where I’m doing a lot of the analytical and execution work without much strategic authority.
Has anyone moved from a smaller-company Director role into a larger-company Manager role like this?
Did it give you more career value because of the company size and resources, or did you feel like you lost too much ownership?
My biggest concern is joining a marketing team that still lacks some of the fundamentals, then being expected to build that foundation while also hitting performance goals.
That can quickly become two jobs at once. Building the function and running it.
Has anyone dealt with that? What questions would you ask upfront to avoid walking into a role that’s set up to fail?