We partnered with The New York Times on numerous hires across their Marketing and Product teams. We’ve made 10+ hires with The New York Times but some of our most impactful hires have been: Director of Subscriber Growth Marketing, Global Youth Marketing Director, Director of Lifecycle Marketing, Director of Audience + Communication Strategy, and the Director of Product Growth.

The Director of Product Growth was one of the first hires needed to optimize the customer journey and user experience for multiple Product lines. Along with the Director of Subscriber Growth, the Director of Audience + Communication and the Director of Lifecycle Marketing, this team would be an instrumental driver of revenue growth and product success, ensuring the Development team remained aligned with the Marketing team’s strategic plans to optimize the CX as well as the overall LTV of users.

We identified the target candidate pool of Product Management Directors who had experience in similar business models, driving customer usage and acquisition via beautiful and pragmatic product design that’s centered around data and AB testing. We did the same for each of the Marketing roles, Director of Subscriber Growth, Global Youth Marketing Director, Director of Lifecycle Marketing, Director of Audience + Communication Strategy, and the Director of Product Growth.

The candidate pools were all small and highly competitive as we were targeting Product and Marketing leaders from the major tech companies. Naturally the New York Times is a brand and company that people have an affinity and passion for which helped with the sell but we were also pulling from/competing with some of the fastest growing and most exciting tech companies of our generation.