Strategic Partner Marketing Manager – Americas Resellers

Job description

Over 50,000 customers globally trust our end-to-end, cloud-driven networking solutions. They rely on our top-rated services and support to accelerate their digital transformation efforts and deliver unprecedented progress. With double-digit growth year over year, no provider is better positioned to deliver scalable outcomes than Extreme. Inclusion is one of our core values and in our DNA. We are committed to fostering an inclusive workplace that embraces our differences and creates an atmosphere where all our employees thrive because of their differences, not in spite of them. Become part of Something big with Extreme! As a global networking leader, learn why there’s no better time to join the Extreme team. **Position: Strategic Partner Marketing Manager – Americas Resellers** **Location: Remote (US Eastern or Central time zone)** Extreme Networks is seeking a Strategic Partners Marketing Manager to lead strategic partner marketing across the Americas reseller ecosystem, with a primary focus on US Nationals and other high-potential reseller relationships where marketing can materially influence pipeline, seller engagement, account access and revenue growth. This role is built around a smaller set of nationally strategic partner relationships, joint business plans, MDF investment strategy and senior stakeholder influence. The successful candidate will own the marketing relationship with assigned strategic partners, work closely with Channel Sales and Partner Account Managers, and bring a proactive point of view on where Extreme should invest, which partners are ready to be marketed with, and how joint activity should be shaped to drive measurable business outcomes. Unlike the Regional Partners Marketing Manager role, which is designed to operationalize scalable partner programs across a broader regional partner base, this position requires deeper account-level ownership, more strategic investment judgement, stronger senior-stakeholder influence and greater accountability for building tailored partner growth motions. The focus is not simply helping PAMs and partners execute consistent activity at scale; it is shaping the marketing strategy for selected strategic partners, challenging reactive or proposal-led MDF spend, and turning partner relationships into clearer routes to market for Extreme priorities such as Platform ONE adoption, net-new logo growth, upmarket expansion, vertical plays and seller activation. The role will require close collaboration with Channel Sales, Distribution Sales, Field Marketing, Partner Engagement, BDR, Marketing Operations, Demand Generation, Product Marketing, Sales Enablement and executive stakeholders. The ideal candidate will combine B2B channel marketing depth with commercial judgement, partner-facing confidence, data-led decision making, creativity and the ability to translate complex partner dynamics into practical, measurable marketing plans. **Key responsibilities:** - Own strategic partner marketing plans: Lead the development and execution of annual and 6-month partner marketing plans for assigned strategic partners, aligning each plan to joint business priorities, partner capabilities, Channel Sales objectives, Platform ONE adoption, net-new logo growth, vertical focus areas, seller activation and measurable pipeline or revenue outcomes. - Shape partner investment strategy and MDF discipline: Manage MDF strategy, allocation, tracking and reporting for assigned strategic partners. Move investment decisions away from reactive, proposal-led spending and towards a proactive view of which partners, campaigns, events, enablement motions and account plays deserve investment based on readiness, expected impact, follow-up discipline and ROI indicators. - Lead the marketing relationship with strategic partners: Own regular engagement with assigned partner marketing contacts, PAMs and relevant sales leaders. Build the relationship with enough depth to influence partner plans, bring Extreme-led ideas to the table, secure partner buy-in, and ensure activity is not simply funded by Extreme but actively supported and executed by the partner. - Drive bespoke demand generation and ABM motions: Design and execute strategic partner campaigns, including ABM, digital, social, seller-led, event-based and vertical motions, where the partner can provide meaningful access to target accounts, sellers, solution areas or customer segments. Ensure campaigns are supported by clear audiences, follow-up plans, performance visibility and contact-level or account-level reporting wherever possible. - Activate partner sellers and technical communities: Work with PMM, Sales Enablement, Channel Sales, Partner Experience and partner stakeholders to create seller activation, technical enablement and partner education initiatives that improve mindshare, increase partner productivity and help strategic partners position Extreme solutions with more confidence. - Build partner advocacy and market presence: Create and support partner-facing, customer-facing and internal materials that help Extreme market to, through and about strategic partners. This may include partner web presence, advocacy pages, joint value propositions, case studies, playbooks, campaign content, webinars, presentations, executive briefings and partner success stories. - Use data to steer partner strategy: Monitor partner performance, MDF spend, funnel creation, influenced or sourced pipeline, new logo activity, bookings indicators, campaign engagement, seller participation, lead follow-up and conversion signals. Use available reporting tools and qualitative partner insight to recommend where investment should increase, pause, shift or be redesigned. - Represent strategic partners internally: Bring a clear, commercially grounded view of assigned partners into weekly, monthly, quarterly and executive review forums. Explain partner opportunity, investment rationale, risks, dependencies, results and next actions in a way that helps leadership make better decisions. - Collaborate across distributor, regional and field motions: Identify where strategic partner plans should connect to distributor investments, regional POD priorities, field marketing activity, sales plays, BDR support, Partner First messaging and broader Americas demand generation priorities. Share approaches that can be adapted by regional or distributor teams without diluting the bespoke requirements of strategic partners. - Improve partner marketing operating standards: Help define what good partner marketing looks like for strategic accounts, including marketing readiness criteria, expected partner contribution, lead-list and contact capture standards, campaign follow-up expectations, MDF proof-of-performance quality, reporting cadence and partner planning discipline. - Support strategic reseller initiatives as needed: Support high-impact reseller activities beyond the assigned account list when they have strategic relevance to Americas Channel priorities, executive stakeholder needs or partner ecosystem growth, while maintaining focus on the core strategic partner portfolio. **Success measurements:** - Strategic partner marketing plans are completed, maintained and actively used for assigned partners, with clear alignment to Channel Sales priorities, partner business plans and agreed investment themes. - MDF investment for assigned strategic partners is tied to specific business outcomes, partner readiness, agreed tactics, expected follow-up and measurable ROI indicators at both campaign and partnership level. - Assigned partners demonstrate improved engagement with Extreme-led marketing priorities, including seller activation, Platform ONE messaging, vertical plays, ABM or account-based activity, advocacy, demand generation and partner-facing enablement. - Monthly and quarterly reporting provides a clear view of partner activity, investment, pipeline indicators, contact capture, seller engagement, conversion signals, lessons learned and recommended adjustments. - Strategic partner marketing is represented with a clear point of view in internal reviews, helping leadership understand where to double down, where to challenge partner requests, and where to redirect effort. - Partner-facing activity is supported by stronger planning discipline, clearer success criteria, better follow-up expectations and a more consistent connection between marketing activity and commercial outcomes.