Global Field Marketing Manager

Responsibilities

• The booth is rarely where the deals happen. You'll design the side-events that surround a conference such as curated dinners, executive roundtables, breakfast briefings, happy hours, and build the guest lists around accounts we actually want in the room.
• Design and run owned formats that people want to attend because of what they are, not because we sponsored them. Roadshows, customer summits, docs-focused meetups, launch moments. You'll define the format, the content arc, and the experience.
• Work with our DevRel colleagues on hackathons, docs sprints, and community events. Some will work and some won't; you'll run them as experiments with a clear read on what happened.
• Webinars, virtual roundtables, and livestreams, you’ll be either running them yourself or coordinating the team members who do.

Requirements

• : you need to have a meaningful stretch of that in field marketing, event marketing, or integrated demand generation. You've run international programs, including and especially in the USA.

Own the global event calendar

Decide which industry tradeshows and conferences we show up at, at what level, and why and then run them end to end: sponsorship negotiation, booth, staffing, messaging, budget, and on-site execution.

Build the tiering model

Define what a Tier 1, 2, and 3 event looks like at GitBook: spend bands, staffing, pre- and post-event motion, and the bar an event has to clear to earn each tier.

Report on pipeline, not attendance

Build the measurement model for events: cost per opportunity, event-sourced and event-influenced pipeline, target-account attendance, and conversion through to closed won.

Make the sales follow-up motion work

Build a lightweight SLA for pre-event target lists with AEs, brief the team on what to do at the event, and build the follow-up structure that turns a badge scan into a conversation.

Act as ABM sparring partner

Our enterprise motion runs on account-based plays. You'll be the person Sales and Marketing think out loud with on account selection, buying-committee mapping, and how field programs plug into 1:1 and 1:few plays

How we'll measure success

• In your first 90 days: a tiered event calendar for the next four quarters, a working measurement model in our CRM, and a follow-up motion Sales has actually agreed to.
• After that: event-sourced and event-influenced pipeline, cost per opportunity by tier, target-account penetration at Tier 1 events, and speed of follow-up.

What we're looking for

7–10 years in B2B SaaS marketing

A ROI mindset

You talk in opportunities and cost per opportunity, not impressions and badge scans. You've defended an event budget with numbers and you've killed events that didn't earn their place.

Real operational range

You can negotiate a sponsorship contract, argue about booth carpet, write a good invite email, and build a Hubspot dashboard or report (or know who to ask to build it for you).

Sales credibility

AEs will trust you or route around you. You can walk into a pipeline review, take a hard question about last quarter's spend, and answer it without getting defensive.

Taste

Most B2B events are forgettable. We'd rather run fewer things that people remember. You should have opinions about what makes an event worth attending.

Comfort with a technical audience

Our buyers are engineers and the people who lead them. You don't need to write code, but you need to know why developer-audience marketing fails when it's too polished.

Ownership mindset

There's no playbook here. You'll write it: defining process, flagging problems early, and not waiting to be told what to build next.

Also, you might be coming from a field marketing role at a SaaS company that got heavier on events, an event marketing role where you started owning the pipeline number, a demand gen role with a large in-person component, or a community or DevRel role that grew a commercial edge. We care less about the label than about what you can actually do. Some travel is expected, roughly a week or two a quarter, with a potential for a week a month in the conference season peak.

What this role is not

This isn't a role where you'll manage a team from day one, and it isn't purely strategic. You'll be on the floor at the show and in the spreadsheet the week after.

It's also not brand marketing or product marketing. You'll draw on both, and you'll partner closely with them, but you're accountable for the pipeline.

If you do this well, the function grows in scope, budget, and eventually headcount. But we're hiring for someone who wants to build it from scratch, not for the version of this role that exists in two years.

👥 Join GitBook at a pivotal time as we evolve our product and team. This is a chance to shape our product, craft, and