Director of Performance Marketing
hace 3 días
San Diego
Job Description 4AM Media owns and operates 3 DTC brands across health, cleaning, and pets. We're full-stack brand builders supply chain, creative, custom funnels, media buying, analytics, and customer service all happen under one roof. Last year we spent over $40M across paid media scaling our own products. No clients. No middlemen. No agency politics. Just our brands, our P&L, and a small but mighty team of 20 that ships fast. We're looking for a Director of Performance Marketing to own paid acquisition end-to-end across all three brands the channels, the creative pipeline, the funnels, the offers, and the dev work that connects them. You'll report directly to the CEO and lead a team of 5 media buyers and our creative organization. We need an operator who understands multi-touch attribution and the full picture on how to drive revenue growth and nMER growth. You'll set the strategy and you'll be hands-on enough to prototype the next winning funnel yourself. The team you'll lead • 5 media buyers running Meta, Google (Search, Display, Shopping, Demand Gen), AppLovin, Native, and CTV across the brands, • You've personally prototyped a new funnel architecture pre-sell, advertorial, quiz, VSL, or checkout flow and shipped it live, • You've launched at least one new offer (bundle, intro pricing, subscription incentive) and you have data on whether it works, • The buyer team's testing throughput has gone up, not down, and the win rate has improved, • Creative output has stayed ahead of buyer demand no one is waiting on creative to keep scaling, • Attribution numbers are trusted across the company. When the CEO asks "is this brand profitable?" your answer is the answer, • You've sat down with each buyer at least once and pushed their thinking on a specific account Performance accountability for the buyer team. Daily/weekly/monthly spend, MER, contribution margin. The buyers execute; you set the bar and hold the line. Attribution methodology. Northbeam, in-platform, post-purchase surveys, hold-out tests, Mixpanel. You decide the stack and you own the trust the company has in those numbers. You can articulate the limitations of every tool and you don't blindly trust a single source of truth. MER ownership. You work with the CEO to establish MER targets and you own the outcome. You know when to push for scale and when to pull back. You understand how retention and LTV affect your acquisition ceiling that math drives your CAC targets, not gut feel. New funnel architecture. When a brand needs a new pre-sell, advertorial, quiz, VSL, or checkout flow, you scope it, brief it, and ship it with the dev and creative teams. You don't just buy traffic you decide where it lands and what it sells. New offer development. Pricing, bundles, free shipping thresholds, BOGO, subscription incentives, intro offers. You test and decide what works. New product launches. You build the launch playbook, set the test budget, decide the channels, and call go/no-go on whether a product gets sustained spend. Split testing infrastructure and discipline. Creative tests, audience tests, LP tests, offer tests, funnel tests. You set the cadence, the statistical bar, and the decision framework. Creative pipeline. The creative manager and team of 4 report to you. You set the testing roadmap, the brief quality bar, and the velocity. Most performance leaders' biggest bottleneck is creative. Yours won't be but only if you push it. New channel R&D. When we test a new traffic source, you're the one prototyping it first. Hands on keyboard. Then you hand it to the right buyer once it's working. What we need you to bring • 6+ years buying Meta and/or Google for ecommerce with experience at $50M+ annual paid media scale, • You've personally been the buyer at scale. $50k+/day on Meta or Google with your own hands. You can still do it when the team needs you to, • DTC funnel native. You don't think of paid media as a standalone function you think of it as one piece of a system that includes the LP, the offer, the checkout, and the unit economics. You've built or rebuilt funnels that materially moved conversion rate, • Creative judgment at scale. You can look at a creative brief and predict whether it'll produce winners. You can look at an ad and know why it's working. You've directed creative teams to ship volume and quality, • P&L thinking, not vanity metrics. Contribution margin, MER, blended CAC, payback period, 90-day LTV. You make decisions on these numbers, not just ROAS, • Multi-channel fluency. Meta and Google are table stakes. You've meaningfully scaled at least 2 of: AppLovin, Native, Affiliate, CTV, TikTok Shop, • Attribution maturity. Northbeam, Triple Whale, Mixpanel, or similar. You know what each tool gets right and where it lies to you, • Team leadership. You've managed buyers and creative operators. You know how to give feedback that changes behavior. You know when to coach and when to step in, • Strong communicator, both directions. Sharp numbers and clear POV with the CEO. Patience and clarity with a buyer who's stuck. Both matter, • Operator energy. Move fast, ship, no permission needed, no deck required to make a decisionWhy this role is different, • You report directly to the CEO. No CMO layer. No matrix. The performance marketing strategy is yours to set, • You're in the weeds. This is a player-coach role. You're not just setting strategy you're prototyping the next channel, briefing the next funnel, and stepping in when a buyer needs help. The team will only move as fast as you do, • Real focus. Three brands. You'll know the customer, the unit economics, and the creative for every brand cold, • Real budget, no approval theater. Test a new channel, build a new funnel, 10x a winning ad's budget ship it. We trust the people we hire, • Creative team reports to you. The biggest bottleneck for most performance leaders is upstream of them. Not here. You set creative velocity and quality directly, • Dev backlog is yours to fill. Need a new LP framework, a checkout test, an attribution fix? Brief it well and it gets built, • Blended MER has moved materially in the right direction without sacrificing scale, • Every buyer reporting to you is performing at or above target, and at least one has been developed into a stronger operator than when you inherited them, • At least one new traffic source you R&D'd is now a meaningful channel for the company, • Creative testing throughput has at least doubled and brief quality has improved, • You've launched at least one new product that scaled profitably and at least one new funnel architecture that became a category-defining bet, • The CEO trusts the numbers you bring to the table and the recommendations you make