Product Marketing Manager

Enterprise Bot is the leading provider of GenAI, Conversational AI and automation software, headquartered in Zurich, Switzerland.

Our intelligent virtual assistants and automation tools help companies increase efficiency, reduce costs, and deliver exceptional customer experiences in industries such as banking, insurance, and logistics. Our mission is to become the world's leading provider of AI-powered automation software within the next five years.

We work with leading companies such as SIX Group (Swiss Stock Exchange), SWICA, Generali and others to improve customer interactions and automate business processes using our state-of-the-art Conversational AI technology.

Our global team comprises more than 70 highly qualified professionals from diverse backgrounds.

We foster an open, progressive company culture with state-of-the-art technology and flat hierarchies. At Enterprise Bot, you'll experience a unique blend of passion, ambition, challenge, and fun.

Enterprise Bot builds agentic AI for voice, chat, email and messaging, deployed by regulated enterprises across Europe, including financial services, insurance and public-sector organisations. We are Swiss-headquartered, which shapes how we approach data sovereignty, privacy and compliance.

The AI market is saturated. New tools launch constantly, and enterprise buyers are struggling to tell platforms apart from wrappers. This role exists to make sure Enterprise Bot is never evaluated as just another AI product. You will own our competitive intelligence, sharpen our positioning, take our product and platform releases to market, advise Product on what the market is telling us, and make all of it consistent in every country we sell in.

This is a builder's role. There is no existing product marketing function, so you will create it.

• Own the full launch lifecycle for products, platform releases and major features, from early planning through to post-launch performance review
• Define launch tiering, so that a platform-level release and a minor feature receive proportionate investment and internal attention
• Build the launch narrative and the supporting asset set: positioning brief, messaging framework, demo narrative, website and campaign copy, release notes, customer communications and partner briefing material
• Run cross-functional launch readiness across Product, Engineering, Sales, Pre-Sales, Customer Success, Partnerships and Support, including a clear go or no-go checkpoint
• Coordinate with Demand Generation on launch campaigns, and with Partnerships on integrator, BPO and technology partner enablement
• Define launch success metrics up front, including adoption, pipeline influenced, sales confidence and competitive win rate, then report against them and feed the findings into the next launch
• Own the internal launch calendar and keep it aligned with the product release cadence, so that go-to-market readiness is never the constraint on shipping

Product owns roadmap prioritisation. Your role is to make sure those decisions are made with clear commercial and competitive evidence in front of them.

• Bring structured market, competitive and buyer evidence into roadmap discussions, so that prioritisation is informed by what the market is telling us rather than by opinion
• Maintain a live view of competitive feature gaps and buyer requirements, particularly around omnichannel orchestration, deployment flexibility, multilingual coverage and compliance, and share it with Product on a regular cadence
• Feed win/loss findings and recurring RFP requirement patterns into the roadmap process as input
• Review planned roadmap items from a market-facing perspective and flag early where a capability will be difficult to differentiate or to sell
• Support roadmap communication to customers, prospects and partners, balancing transparency against commitment risk

• Build and maintain a structured view of the competitive landscape across manufacturers, integrators and BPOs, including which players are competitors, which are partner candidates, and which are both
• Establish a formal Win/Loss Analysis programme: define the loss-cause taxonomy, run the debriefs, and turn the findings into action rather than anecdote
• Mine RFP responses as the primary source of competitive truth, since that is where head-to-head comparison actually happens
• Produce and maintain battlecards, objection-handling guides and competitive teardowns that sales can use without translation

• Own the core positioning and unify it across geographies. Messaging varies by country today, and that inconsistency costs us
• Translate technical differentiators into buyer-facing value: omnichannel orchestration on a single knowledge and action layer, model-agnostic architecture, on-premise and sovereign deployment options, native multilingual handling, and European compliance readiness
• Adapt positioning to local market realities (Spain, Switzerland, DACH and wider Europe) without fragmenting the core narrative
• Define and maintain the messaging hierarchy, proof points and reference stories

You own what the website says. Demand Generation owns the platform it says it on, and Content owns localisation into market languages.

• Own the messaging and narrative on product, solution and platform pages, so that the site reflects current positioning rather than the positioning of the last launch
• Propose the information architecture and the overall site narrative, including how the platform story is told across pages, and work with Demand Generation to implement it
• Review core pages against positioning on a defined cadence, and keep them current between launches rather than only at launch
• Brief Content on source messaging and market nuance for localisation, and review localised pages for positioning accuracy
• Work with Demand Generation where page messaging and conversion goals pull in different directions, and resolve it on evidence

• Build enablement assets, including pitch decks, one-pagers, demo narratives, and ROI and cost-comparison material
• Support pricing and packaging decisions with competitive and buyer input, including how implementation and professional services are presented in commercial proposals
• Support analyst relations, RFP content libraries and industry event messaging
• Run enablement sessions so that new positioning and new releases actually reach the field, and check that they land

• Run structured customer and prospect interviews to keep positioning grounded in what buyers actually say
• Feed market and competitive signal back into product prioritisation on a regular cadence

• 5+ years in product marketing within B2B technology, SaaS or enterprise software
• Demonstrable experience marketing to enterprise buyers with long, multi-stakeholder sales cycles
• Proven ownership of product and platform launches end to end, not only the asset production within someone else’s launch plan
• Direct working experience with Product and Engineering teams, including contributing market and competitive evidence to roadmap discussions
• Proven ownership of competitive analysis and positioning, not only campaign execution
• Experience owning product and solution page messaging on a company website, including keeping it aligned to positioning over time
• Strong written English, with the ability to turn technical capability into commercial argument
• Experience working with distributed sales teams across multiple countries
• Comfort operating with European working hours for part of the day

• Background in conversational AI, CCaaS, contact centre technology, automation or adjacent categories
• Experience marketing into regulated industries such as financial services, insurance, healthcare or public sector
• Familiarity with European compliance frameworks (GDPR, DORA and sector certifications) as buying criteria
• Experience with on-premise or hybrid deployment models, not SaaS only
• Experience launching platform products rather than single-channel point solutions
• Exposure to partner and channel go-to-market

• You can look at a crowded category and articulate why one product is structurally different, not simply better marketed
• You can walk us through a launch you owned end to end, including what you would do differently
• You have run a win/loss programme, or built one from nothing
• You can influence a roadmap you do not control by bringing evidence rather than pressure, and you are equally comfortable telling Sales when the positioning is wrong.

• Days 1 to 30: Competitive landscape mapped and classified. Ten win/loss interviews completed across recent deals. Launch process and release cadence understood, with current gaps documented.
• Days 31 to 60: Core positioning documented and validated with the CEO and regional sales leads. First battlecards in the hands of sales. Launch framework and tiering agreed with Product.
• Days 61 to 90: Unified messaging framework rolled out across markets. Win/loss programme running on a repeatable cadence. First launch owned end to end under the new framework, with success metrics reported.