Senior Manager, Lifecycle & Buyer Growth Marketing

JOB SUMMARY B-Stock's marketplace growth depends on a thriving buyer ecosystem at every level. This role owns the full buyer lifecycle — from acquiring and activating new buyers to growing them into Key Buyers ($25K+ GMV/quarter) and Premium Buyers ($250K+/year) — through personalized lifecycle marketing, data-driven programs, and cross-functional execution. This role exists to make hard calls, not just run campaigns.

B-Stock has dozens of seller requests, marketing campaigns, and product updates competing for buyer attention every day. Deciding what gets sent, to whom, and what gets cut — and standing behind that decision when a seller or stakeholder pushes back — is the actual job. This person will define which buyer signals matter, place real bets on which channels and segments deserve investment, and own the tradeoffs of that strategy in front of leadership.

This is also a relationship-driven role. Success depends on this person's ability to influence Sellers, BAMs, and cross-functional partners to change how they operate — not just analyze what they should do. For our highest-value segment — Premium Buyers — you will partner with the Buyer Account Management (BAM) team, building enough trust and credibility that they act on your recommendations.

RESPONSIBILITIES

Strategic Accountability — Own the Tradeoffs: Decide what B-Stock's personalization strategy optimizes for — and what it deliberately sacrifices — when buyer relevance, seller demands, and business priorities conflict Set the data inputs and prioritization logic for the personalization model, and be accountable to leadership when those choices succeed or fail Determine when an underperforming program should be killed, redesigned, or given more time — calls with no clean data answer Present the strategy, results, and reasoning behind key decisions directly to leadership, including when results fall short High-Stakes Judgment Calls: Decide which buyer behavior and transaction signals actually predict engagement and lifecycle progression — and which are noise, based on judgment the data alone won't resolve Choose which new acquisition channels are worth the investment and risk (e.g., trade shows, ABM, new partnerships) before performance data exists to justify the bet Determine when a buyer or seller issue requires personal escalation and judgment versus when it can run through automated systems Resolve conflicting priorities across Marketing, Product, BAM, and Sellers when there is no objectively correct answer — only a defensible one Organizational Influence: Influence Sellers — who do not report to you — to change how they message, price, and prioritize for Key and Premium Buyers, using credibility and relationship-building rather than authority Build enough trust with the BAM team that they act on your recommendations for Premium Buyer engagement, even when it means changing how they operate Win buy-in from Marketing Ops, Data, and Product to prioritize the technical work your personalization strategy depends on — competing against their other priorities Represent the buyer's interest in rooms where buyer experience is not the only — or even the primary — priority Lifecycle Marketing & Demand Generation: Own the end-to-end buyer lifecycle — from registration through first bid, first win, Key Buyer status, and long-term retention Design and manage multi-channel demand generation programs to acquire new buyers and activate them on the platform Build nurture programs that move buyers up the value ladder — from first-time buyers to Key Buyers to Premium Buyers Measurement & Insights: Own dashboards tracking the