Cybersecurity Product Marketing Manager

WHO ARE WE? We are a bunch of super enthusiastic, passionate, and highly driven people, working to achieve a common goal! We believe that work and the workplace should be joyful and always buzzing with energy! CloudSEK, one of India’s most trusted Cyber security product companies, is on a mission to build the world’s fastest and most reliable AI technology that identifies and resolves digital threats in real-time. The central proposition is leveraging Artificial Intelligence and Machine Learning to create a quick and reliable analysis and alert system that provides rapid detection across multiple internet sources, precise threat analysis, and prompt resolution with minimal human intervention. Founded in 2015, headquartered at Singapore, we are proud to say that we’ve grown at a frenetic pace and have been able to achieve some accolades along the way, including: CloudSEK’s Product Suite: • CloudSEK XVigil constantly maps a customer’s digital assets, identifies threats and enriches them with cyber intelligence, and then provides workflows to manage and remediate all identified threats including takedown support. • A powerful Attack Surface Monitoring tool that gives visibility and intelligence on customers’ attack surfaces. CloudSEK's BeVigil uses a combination of Mobile, Web, Network and Encryption Scanners to map and protect known and unknown assets. • CloudSEK’s Contextual AI SVigil identifies software supply chain risks by monitoring Software, Cloud Services, and third-party dependencies. • CloudSEK’s AIVigil is an AI-native Attack Surface Monitoring platform that continuously discovers, monitors, and secures exposed AI infrastructure, MCP servers, leaked AI credentials, vector databases, agentic workflows, and shadow AI across the internet. Key Milestones: • 2016: Launched our first product. • 2018: Secured Pre-series A funding. • 2019: Expanded operations to India, Southeast Asia, and the Americas. • 2020: Won the NASSCOM-DSCI Excellence Award for Security Product Company of the Year. • 2021: Raised $7M in Series A funding led by MassMutual Ventures. • Awards & Recognition: Won NetApp Excellerator's "Best Growth Strategy Award," CloudSEK XVigil joined NVIDIA Inception Program, and won the NASSCOM Emerge 50 Cybersecurity Award. • 2025: Secured $19 million in funding led by Tenacity Ventures, Commvault. Read this part first This role exists because of a specific gap, and it is worth naming it plainly. CloudSEK is a predictive attack graph platform. We tell security teams which attack paths will be used against them before the breach happens, rather than which indicators showed up after it. We sell outside-in: what an attacker can already see, and is already doing. Almost every buyer we talk to has spent a decade buying inside-out tooling instead, an EDR, a SIEM, a patch and vulnerability stack, and has budget structures, mandates and instincts built around that world. That means our sales and pre-sales teams are asked to make a harder argument than most vendors make. Not "ours is better than theirs", but "this is a category of risk your current stack cannot see, and here is why that matters to you specifically, before anything has gone wrong." They are largely making that argument without a system behind it. There is no product marketing function today. Positioning lives in people's heads, enablement material is assembled per deal, competitive knowledge is uneven, and the platform story across Nexus, XVigil, BeVigil, SVigil and AIVigil has not been settled in a way everyone can repeat. We are hiring one person to build that system and to keep it current. The job is product marketing and GTM enablement as a single discipline, product-led, measured on whether deals move rather than on assets produced. We would rather you do two or three things properly each quarter than run twelve in parallel. That is a stated operating principle here, not a concession. What you will own 1. Positioning and messaging The narrative across the portfolio: Nexus (the AI-powered command centre), XVigil (digital risk protection), BeVigil (external attack surface management), SVigil (supply chain risk) and AIVigil (AI attack surface). • Positioning that connects our capabilities to initial attack vectors, attack-path disruption and exposure reduction, and holds up when a sceptical CISO pushes on it • A messaging hierarchy that works for a CISO, a CIO and a SOC analyst without collapsing into jargon or inflating into abstraction • The complement argument rather than the displacement argument: what an EDR and a SIEM structurally cannot see, and why that is a separate line of spend • Resolve the platform versus product tension. When do we sell Nexus as one thing, and when do we sell a module, and how do we justify the platform without devaluing the products inside it • Segment narratives by job to be done as well as by vertical and geography. Enterprise against Mid-Market; India, Middle East, US, Europe 2. Sales and pre-sales enablement This is the half that makes the role different from a conventional PMM job, and the half most likely to decide whether it worked. • Discovery guides, qualification criteria and question sets that get a rep to the real problem in the first call • Battlecards, objection-to-response playbooks and competitive teardowns that reps use without being asked • Demo narratives built around a buyer's situation rather than a feature tour, developed with pre-sales rather than handed to them • Business case and ROI material at the deal altitude we sell at, including large regulated accounts • Pricing and packaging talk tracks, and packaging treated as a positioning decision rather than a finance output • Onboarding and ongoing training for new sellers, with a defined ramp expectation • Sit in on live deals. Enablement written from a distance is the thing reps quietly stop opening 3. Product launches, end to end • Launch tiering (not everything is a tier-1), messaging and cross-functional orchestration across product, engineering, sales, content, demand generation and customer experience • Sales readiness as a launch gate, not a launch afterthought • Post-launch adoption tracking rather than launch-day noise. A launch is successful when customers use the thing • A retro on every tier-1 launch, including what did not work 4. Retention and expansion Retention and expansion are two sides of the same conversation, and both are marketing problems before they are renewal problems. • The narrative that keeps CloudSEK a preferred spend through a constrained budget cycle • Expansion plays from one module into the platform, built with customer experience • Adoption and usage evidence turned into arguments a champion can take to their own leadership • Understand why a security tool goes unused eighteen months after purchase, and design against it 5. Partner and channel enablement We have signed Tech Mahindra, partnered with InCloud in Brazil, launched a partner portal and joined Deloitte's Cyber Coalesce, all recently. Partners cannot sell what they cannot explain. • Partner-facing positioning, enablement kits and co-selling material • Joint value propositions with GSIs and MSSPs that survive contact with a partner's own portfolio • Regulatory-anchored narratives where the budget actually sits: NIS2, DORA, CERT-In, CIRCIA, SEC disclosure rules 6. Competitive and market intelligence • Live positioning against the threat intelligence, DRP, EASM and exposure management field: Recorded Future, ZeroFox, Flashpoint, Cyble, Group-IB, Check Point/Cyberint, Searchlight Cyber, Silent Push, Doppel, and the ratings vendors (Bitsight, SecurityScorecard) where SVigil competes • Particular attention to vendors converging on our own language. "Preemptive" and "predictive" are becoming contested words, and we need to own ours with proof rather than volume • A win/loss loop with sales that is a habit rather than a quarterly project 7. Analyst relations and third-party proof CloudSEK has no Magic Quadrant, Wave or MarketScape placement in DRP, EASM or threat intelligence, and we have said so publicly. A CISO usually needs third-party validation to defend a purchase internally, so this is a commercial problem rather than a vanity one. • Analyst briefings, inquiries, submissions and analyst-facing narrative, in partnership with leadership • The proof we can build without an analyst: customer evidence, peer benchmarks, practitioner credibility, published research • Review sites and peer platforms treated as a deal asset rather than a marketing chore 8. Voice of the market back into product • What lands and what does not, with customers, prospects and partners • Gaps in packaging, pricing or positioning that show up in deals • The gap between what the market thinks we do and what we actually do, and which side of that gap should move Supporting: demand, brand and AI discoverability Shared with the wider GTM team rather than owned here, but you will have a real voice in all three. • Campaigns and growth loops built on assets we already under-use: BeVigil Community, a free OSINT API and mobile app scanner used by bug bounty hunters, and exposure.cloudsek.com, a free breach exposure checker • Our TRIAD threat research, which gets picked up by CSO Online and the trade press, and is currently published as blog posts and little else • How CloudSEK shows up when a buyer researches inside ChatGPT, Perplexity, Claude or Google AI Overviews, which increasingly happens before we know a buyer exists. We expect you to propose and run experiments here, with a hypothesis, a number that would prove it and a point at which you would stop. Some will fail, and that is priced in. What we are not doing is asking you to carry brand and demand generation as a separate full-time mandate on top of everything above. How this role sits alongside GTM strategy Worth being explicit, because it is the question a good candidate will ask. Go-to-market strategy at CloudSEK is set jointly across sales, customer experience, product and marketing leadership. You do not own it alone, and we are not going to pretend otherwise in a job description. You do own the product marketing and enablement half of it outright, you will be in the room where strategy is decided, and your evidence from deals, wins, losses and partners is expected to shape it. If sole ownership of GTM strategy is the thing you are looking for, this is not that role, and it is better for both of us to know that now. What success looks like First 90 days: • A positioning and messaging framework for Nexus and at least two product lines, tested against real customers and at least three sales conversations you sat in on • A competitive teardown of the five vendors we lose to most often, with battlecards reps are using • A discovery guide and objection playbook in active use, with feedback from the reps using them • An honest baseline: current win rate, where deals stall, what enablement material exists and what is being ignored First 6 months: • Two tier-1 launches run end to end, with sales readiness as a gate and post-launch adoption data • A defined seller ramp, with new reps reaching first qualified pipeline faster than they do today • A partner enablement kit in use by at least one GSI or MSSP partner • A measurable shift on at least one commercial number you chose in advance and were held to First 12 months: • Product marketing and enablement is a function rather than a person. You have made the case for the first hire under you and defined what they own • Sales stops asking marketing for assets and starts asking marketing for the argument • Third-party proof, whether analyst, peer or customer, is materially stronger than it is today • The platform story is settled, repeatable and being told the same way by sales, pre-sales, partners and the website What we are looking for Must have • 5+…