Strategy & Operations Lead, Enterprise Marketing

Anthropic’s mission is to create reliable, interpretable, and steerable AI systems. We want AI to be safe and beneficial for our users and for society as a whole. Our team is a quickly growing group of committed researchers, engineers, policy experts, and business leaders working together to build beneficial AI systems.

Enterprise Marketing generates demand for Claude among businesses. Strategy & Operations is the operating system behind it: we run the cadence through which the org plans, decides, and holds itself accountable. This is a foundational role, and the systems you will own do not exist yet. You will not spend your first year arguing that the function deserves a seat. What you build becomes how Enterprise Marketing runs as it scales.

The operating rhythm is the center of the job. It is the weekly, monthly, and quarterly cadence through which leadership sees the right numbers and decides. It is how the org talks to itself: where information moves, where it gets lost, and whether the all-team meeting is worth the hour it costs. And it is the planning cycle. Twice a year, six functions, from product marketing to demand generation, have to agree on what Enterprise Marketing is doing and what it is not. You author the directional targets and define the framework everyone plans against, then aggregate what the functional leaders produce into one coherent story. They own their plans. You own the process, the math, and the coherence of the whole.

Underneath it sits an evidence problem. You will build a return on investment framework from scratch with our finance partners, connecting spend and headcount to output performance, then use it to set targets that hold up and tell leadership a story they can act on. You will also use Claude to make this team faster and more rigorous: what to automate, what to leave alone, and how to know the difference. What you learn becomes the proof Enterprise Marketing shows customers.

Structure earns its place here by helping people decide faster. Process for its own sake does not. You write the memo, build the financial model, and run the meeting yourself.

• Design and run the operating cadence: the weekly business review, the monthly all-team meeting, monthly finance and recruiting reviews, and quarterly business reviews. The weekly review is where decisions get made, not where status gets reported.

• Improve how Enterprise Marketing communicates internally. Cut the noise in our written channels. Design all-team meetings and leadership offsites that produce decisions.

• Run the annual and half-year planning cycle. Author the top-down directional targets, backsolved from the company's revenue goals, for leadership ratification. Pressure test those plans without holding authority over the teams that wrote them. Surface where a plan does not add up, and work with the owner to close the gap.

• Aggregate the plans into Enterprise Marketing's input to marketing's annual priorities. When they exceed what the org can fund, bring leadership the evidence and the options.

• Build the spend efficiency and return on investment framework from scratch, working with our finance partners.

• Connect budget and headcount investment to output performance. Turn the analysis into recommendations executive audiences act on, and stand behind your numbers under scrutiny.

• Baseline how Enterprise Marketing uses Claude tools and publish the first honest picture of where it is and is not doing the work.

• Sequence what Claude should take on, set the success criteria before the work starts, and decide what should not be automated. Report what each change returned. That evidence is what