Head of Corporate Narrative & Strategy

Job description

Job responsibilities

• Own AV's core corporate narrative, tiered messaging framework, and the positioning that connects company strategy to everything the company says externally.
• Maintain the narrative architecture that links enterprise strategy to executive messaging, thought leadership, campaign content, corporate storytelling, and talent communications, so the portfolio reads as one company.
• Own enterprise-level competitive positioning in external messaging against the named peer set, aligned with Product Marketing's ownership of portfolio and product-level competitive positioning.
• Translate mission outcomes, program milestones, and technical capability into narrative that holds up with government customers, allied partners, investors, and industry audiences.
• Own AV's thought leadership program end to end: topic strategy, SME roster, qualification criteria, editorial framework, development process, distribution, and measurement.
• Scale the program across every business unit, sequencing content against the questions buyers are actually deciding rather than against internal announcement calendars.
• Own byline, speaking, award, and platform strategy for AV and its executives, including subject selection, voice assignment, ghostwriting, and venue prioritization.
• Align thought leadership output to corporate campaigns so the program compounds rather than running parallel to the rest of marketing.

Job requirements

• 12+ years in communications, editorial, or narrative strategy, including meaningful time in defense, aerospace, government, or another regulated environment where message accuracy carries consequence.
• Demonstrated ownership of an enterprise messaging architecture: you can show a narrative document, message framework, and positioning system you authored and that other teams actually used.
• Built a thought leadership or editorial program from the ground up, including the roster, the framework, and the operating cadence, not only the individual pieces.
• Fluency in how defense buyers form views: program of record lifecycles, acquisition timelines, the role of primes and non-traditional entrants, and the difference between a capability claim and operational proof.
• Technical translation: you can take engineering data, test results, and program detail and make them legible to executives, investors, and the public without losing accuracy.
• Measurement literacy. You define what narrative success looks like in numbers, build the tracking, and change the plan when the numbers say to.
• Ability to operate within export control, classification, and public-release constraints without diluting message strength.
• Credibility with technical and program stakeholders. Engineers and program leads treat you as a partner to the work rather than a service function downstream of it.