SVP, Client Success

Job Title: SVP, Client Success Location: Remote - US Only About InMarket Since 2010, InMarket has been the leader in 360-degree consumer intelligence and real-time activation for thousands of today’s top brands. Through InMarket's data-driven marketing platform, brands can build targeted audiences, activate media in real time, and measure success in driving return on ad spend. InMarket's proprietary Moments offering outperforms traditional mobile advertising by 6x.* Our LCI attribution platform, which won the MarTech Breakthrough Award for Best Advertising Measurement Platform, was validated by Forrester to drive an average of $40 ROAS for our clients. *Source: Wordstream US Google Display Benchmarks for Mobile Media About the Role We are hiring a Senior Vice President, Client Success to own the post-sale engine of the business. This is a single point of accountability for how clients experience us after the contract is signed; across Activation, Measurement, and Audiences. The right person has scaled a client-facing organization through stage transitions; from heroics to systems and knows how to do it without breaking the relationships that carried the company to this point. Scope and Structure

Function

What this leader owns

Client Operations

Campaign and program delivery, onboarding, implementation, and QA Service-level definition and adherence; escalation management Capacity planning, workflow design, tooling, and automation Delivery margin and cost-to-serve Monthly delivery and billing reconciliation

Account Management

Retention, renewal, and expansion across the client base Account planning, lifecycle touch points, and executive relationship coverage Growth targets by business line and by account tier Voice-of-client feedback into product and commercial strategy Financial data integrity, CRM hygiene, forecasting precision

Cross-Line Integration

One coherent client experience across Activation, Measurement, and Audiences Shared operating rhythm, definitions, and reporting across all three lines Partnership with the GMs, Sales, Product, and Tech on joint accountability

Organization

Structure, hiring, leveling, and succession for the combined function Developing the next layer of operations and account leadership Culture, retention, and engagement of a client-facing team

Establish the operating system

Define client lifecycle — onboarding, delivery, review, renewal — that works across each of the three business lines, with clear owners and handoffs at every stage. Establish the metrics that matter and the cadence that enforces them: on-time delivery, client KPI attainment, cost-to-serve, client health, NPS, NDR Replace heroics with processes where the process is cheaper, and protect heroics where they are the product. Drive tooling and automation decisions that let the team absorb growth without linear headcount. Build AI into how the function actually runs, not into a pilot deck. Find the work where it genuinely earns its place — reporting, QA, insight generation, campaign troubleshooting, account research — and get it into production with the team's hands on it. Set the standard for what good looks like when AI is in the loop: who reviews, what gets checked, and what never reaches a client unread. Draw the line on what stays human — the judgment calls, the hard client conversations, the relationship work that is the actual product — and hold that line when the efficiency case argues otherwise.

Own retention and expansion

Carry an explicit number for net revenue retention, net dollar retention, and expansion across the book. Build account planning and strategic business review discipline that surfaces risk early rather than at the renewal date. Personally hold executive relationships at the largest and most complex accounts, and be the escalation path clients trust. Partner with Sales on the handoff and on expansion motions, without letting the seam between the two become the client's problem.

Lead and scale the team

Bring two departments (AM and Ops) with different cultures and incentives together into one team with one scoreboard. Assess talent honestly, level the org appropriately, and build a bench — including developing internal leaders who are ready for more. Set a clear standard for client work and coach to it.

Operate as a member of the leadership team

Bring the unfiltered client perspective into strategy, roadmap, and pricing conversations. Translate what Operations and Account Management see every day into decisions the company can act on. Be a credible, calm partner to the GMs of Activation, Measurement, and Audiences — and be willing to disagree but commit them in service of the client and the P&L.

What you Bring:

Learning velocity. You can point to a time you were dropped into unfamiliar territory — a new category, a new function, a new kind of client — and became genuinely useful faster than anyone expected. You know precisely what your current development edge is and you can name it without being asked twice. Depth in one half, credibility in the other. You have led either operations or account management at real scale, and you have enough hands-on exposure to the other to be credible on day one and expert within two quarters. We are not requiring that you have already run both. Operational rigor. You run on data and cadence. You can build a forecast, defend a number, design a workflow, and hold a team to a service level — and you enjoy it. AI fluency, applied. You have already used AI to change how a client-facing team works — not attended a workshop about it. You can point to specific workflows you helped redesigned, what it saved, where it failed, and how you brought a skeptical team along. You are opinionated about where AI belongs in client work and where it does not. Relationship instinct. Senior clients are familiar with your name. Internally, you build trust across functions that do not report to you, and you can hold a