Roles we recruit
Seven practices, 27 functions. Start at the practice when you cannot yet name the title; go straight to the function when you can.
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A growth marketing manager owns the experiment backlog across the funnel: landing pages, offers, onboarding and pricing tests, judged on conversion and revenue rather than clicks. Anyone can list wins, so we screen for tests that lost, how results were read and the revenue each one moved.
A new growth marketing manager is judged on whether tests are running, read honestly and tied to revenue. Each stage below has a signal that predicts it, and we test for that signal before you meet anyone.
The ramp, and the test behind each milestone
Weeks 1 to 3
Conversion by stage and by channel, the analytics setup checked against the CRM, past experiments read for what was learned, and the traffic and sample sizes available to test with.
On track looks like a one-page funnel map with the biggest drop-offs, a note on which numbers can be trusted and a first backlog.
How we test for it before you meet them
A funnel case in our screen: anonymized conversion data by stage. We score what they distrust before they suggest a single test.
Weeks 4 to 6
Hypotheses written with the metric each should move, an estimate of impact and effort, the sample size needed and an owner for every test.
On track looks like a backlog ranked on evidence, with the first three tests approved and the stop rule written down before launch.
How we test for it before you meet them
We ask for a backlog they ran and how they ranked it. We check the ranking logic, not only the wins.
Weeks 7 to 10
Landing page, offer or onboarding tests running on a clean split, results read at the planned sample size, and losing tests written up as clearly as the winners.
On track looks like two or three tests finished, each with a written result and a decision to ship, drop or retest.
How we test for it before you meet them
We ask for a test that failed and what it changed. A plain account of a null result predicts a marketer who will not call noise a win.
Weeks 11 to 13
Results traced to pipeline and revenue with sales, winners moved into the site or the product, and the reporting agreed with sales and finance.
On track looks like a monthly view of tests tied to pipeline or revenue, signed off by sales and finance.
How we test for it before you meet them
We ask how they proved a test moved revenue and not only the conversion step, and check it with a former head of marketing.
After day 90
Strong growth marketers keep a steady cadence of tests, share results across the company and say when a channel or a tactic has stopped working.
On track looks like a weekly test cadence, a results log the team reads and honest calls on tactics that stopped working.
How we test for it before you meet them
We ask what they stopped doing and why. A named, evidenced decision predicts someone who will not keep a tactic alive out of habit.
Five responsibilities. If the seat spends most of its time running paid channels, it is a performance marketing manager; if it owns the pipeline target across every channel, it is demand generation.
Ideas, hypotheses, ranking and owners, so the team tests what matters most rather than what is loudest.
Landing pages, forms, onboarding and activation steps, measured stage by stage.
Trials, offers, pricing pages and packaging tests, run with product and finance.
Test design, sample sizes and a clean read of results, built with analytics.
A weekly view of tests, results and revenue effect for marketing and sales leadership.
Three neighboring seats absorb work people assume belongs here. Drawing the line wrong is how a growth marketing search ends with a campaign runner or a channel specialist.
That seat ownsThe pipeline target across channels: programs, budget, the campaign calendar and the handoff to sales.
Hire it instead whenthe job is filling pipeline across channels, not testing the funnel.
That seat ownsPaid acquisition: channel mix, bidding, creative testing and spend tied to pipeline.
Hire it instead whenmost of the budget is paid and the gap is in how it is run.
That seat ownsPositioning, messaging and launches: how the product is described and taken to market.
Hire it instead whenthe funnel leaks because the message is unclear, not because tests are missing.
The title stays the same; the motion does not. Pick the one that matches how you sell.
Tests the path from visit to meeting booked, then to pipeline, for a team that sells through reps.
Tests signup, onboarding and the move from free or trial to paid.
Tests how existing customers adopt more, renew and refer, usually alongside customer success.
The questions we ask in our own screen. Use them in yours; the warning signs are as useful as the answers.
Every candidate we put forward is scored on these five, and the scores travel with the shortlist, gaps included. Four out of five with a named weakness beats a clean sweep you cannot verify.
| What we score | Weak evidence | Strong evidence |
|---|---|---|
| Experiment design | Describes tests without a hypothesis or a sample size. | A written backlog and test plans, with how each result was read. |
| Revenue link | Reports clicks and signups. | Results traced to pipeline or revenue, confirmed by sales or finance. |
| Funnel and data skills | Relies on a dashboard they did not build. | Built the funnel view and can say which numbers they distrust. |
| Honest reading of results | Every test is a win. | A losing test written up as clearly as a winner, and the decision it drove. |
| Fit with your funnel | A different traffic volume, motion or price point. | Ran tests at your traffic volume, in a sales-led or self-serve motion like yours. |
Public US benchmarks, read October 2026. Growth marketing manager pay is mostly base: Salary.com’s employer-reported band is $110,782 to $133,511 with a median of $122,276. Built In has no page for the title, so the digital marketing manager is shown as a related seat. Traffic volume, company stage and whether the seat owns revenue targets move the number most.
Each bar runs from the 25th to the 75th percentile, the middle half of reported pay.
Base salaryWages including commission (BLS)Median base salaryAverage total pay, base plus variable
Growth Marketing Manager
Salary.com base benchmark
$110,782 to $133,511 base
Digital Marketing Manager
Built In, self-reported, a related seat
$82,000 median base$111,040 average total
Demand Generation Manager
Salary.com base benchmark, neighboring seat
$140,185 to $167,291 base
Marketing managers
BLS, all industries, wages include commission
$123,020 to $216,410
Growth Marketing Manager and Demand Generation Manager bars: Salary.com base salary, 25th to 75th percentile, United States, as of October 1, 2026. Digital Marketing Manager dot and ring: Built In median base salary and average total compensation (base plus additional cash, self-reported), reviewed October 19 and 20, 2026. Marketing managers: U.S. Bureau of Labor Statistics, Occupational Employment and Wage Statistics, May 2025, annual wage at the 25th and 75th percentiles (SOC 11-2021), all industries. Public aggregates, not ZaphyrRecruit placement data.
A growth marketing manager runs the experiment backlog across the funnel: landing pages, offers, onboarding and pricing tests. They write hypotheses, set sample sizes, read results honestly and move winners into the site or the product. The measure is conversion and revenue, not clicks, so we ask for tests that lost as well as tests that won, and for the number each one moved.
Salary.com puts a growth marketing manager at $110,782 to $133,511 base, with a median of $122,276 (October 2026). Built In has no page for the title, so there is no self-reported total to compare. Traffic volume, company stage and whether the seat owns revenue targets move the number. Ask whether the package includes a bonus tied to a growth number, and how that number is measured.
A demand generation manager builds the pipeline a sales team works: programs, channels and campaigns aimed at accounts and meetings. A growth marketing manager tests the funnel itself: landing pages, offers, onboarding and pricing, judged on conversion and revenue. Demand generation fills the funnel and growth improves what happens after the click. Many companies need both, and a small one rarely needs both full time.
When traffic and leads are arriving but conversion is flat and nobody owns the tests that would move it. A growth marketer needs enough traffic to read a test, analytics they can trust and developer or designer time to ship changes. Without those, the seat spends months on tracking and little on growth. With little traffic, tests take too long to read, and a generalist marketer is the better first hire.
We ask for a written test plan and its results, including a test that lost, and run a funnel data case to see what candidates question before they propose tactics. A former head of marketing or sales confirms that wins traced to pipeline or revenue, not just clicks. Every candidate is scored on the five criteria on this page, and the scores travel with the shortlist, gaps included.
Expect fluency in web analytics, an A/B testing tool, a CRM such as HubSpot or Salesforce, and a spreadsheet or SQL for their own analysis. Tools matter less than method: sample size, a stop rule written before launch and results traced to revenue. We test the method in a funnel case rather than asking candidates to list platforms.
Ten working days from a signed brief to a shortlist of three to five calibrated candidates, each with a funnel case scored and past tests checked with a former head of marketing or sales. Interview speed decides the rest: good growth marketers usually have more than one process open, so a decision within two weeks of the first interview keeps them.
Tell us the funnel, the traffic you have and who owns the site today. We come back within one business day with how we would run the search and what the seat pays.
We build shortlists from people doing this work now, often before a seat is advertised. Set up a job alert for marketing roles, or send your CV and we will come to you, in confidence, when a seat opens.
The growth marketing manager is one of eleven seats in this function. If the gap sits elsewhere, start there.