• Own the Casago brand: Set national brand strategy and positioning, and grow awareness among the two audiences that matter most, homeowners who could trust us with their property, and guests who could book a stay. Make “national brand, local heart” something people feel, not just a tagline. • Govern brand standards: Build and maintain the Casago brand system identity, voice, visual standards and ensure it’s applied consistently across every franchise market. Equip local operators to use the brand well, and hold the line where it counts. • Steward the franchise marketing fund: Own strategy, budgeting, allocation, and transparent reporting for the official franchise marketing fund. Deploy pooled dollars where they drive the most network-wide impact, demonstrate ROI clearly to franchisees, and partner with the franchisee community (e.g., a marketing advisory council) to keep trust high and spend accountable. • Drive homeowner awareness and supply: Partner with the owner growth team to enable brand-level demand generation that builds homeowner awareness and feeds qualified owner leads into franchisee pipelines, growing homes under management across the network. • Help drive guest demand and direct bookings: Work with the Vacasa.com and Casago.com teams to help build the performance engine – assist in paid, SEO, lifecycle/CRM, and content strategy that grows profitable guest demand and direct-bookings. • Partner on the digital storefront: Work extensively with the Vacasa.com / Casago.com website team on SEO, content, conversion, and a coherent digital strategy across both domains. • Enable the franchise network: Partner cross-functionally with Franchise Operations and Franchise Success Managers to deliver turnkey local marketing playbooks, templates, co-op programs, and AI-powered tools so a great operator can market like a national brand on day one. • Build AI-first systems: Treat AI and automation as core infrastructure, not a side project. Stand up a lean martech and content stack that lets a small team operate at national scale. • Own the numbers: Tie marketing to growth brand health and awareness, CAC, ROAS, owner LTV, booking conversion, and marketing-fund ROI. Build the dashboards and the discipline behind them. • Lead and grow the team: Hire, develop, and lead a high-leverage marketing team and the agency and vendor partners around it. • Other duties as assigned because every day is different in hospitality!

• Build and run the planning and operating cadence for the marketing function, including annual planning, quarterly priorities, KPI reviews, and leadership working rhythms. • Partner with the marketing leadership team to translate strategy into measurable plans, priorities, and execution roadmaps. • Partner with Finance and Marketing leaders to support the marketing budget planning, investment trade-offs, and performance visibility. • Build, scale, and lead a high-performing Marketing Operations function supporting planning, performance management, program governance, and execution. • Establish a clear performance framework, including KPIs, reporting structure and accountability across the marketing. • Drive program governance and execution discipline to improve speed, coordination, and accountability across campaigns and initiatives. • Partner with Rev Ops / Sales Ops and Marketing leaders to define KPI governance, funnel metrics, and performance visibility. • Drive the use of performance insights to inform decisions on spend allocation, program mix, and strategic priorities. • Translate data into actionable recommendations for the CMO and leadership team. • Own the marketing technology roadmap in partnership with IT, Business Systems, and Rev Ops / Sales Ops. • Improve adoption, governance, and business value of platforms across the marketing ecosystem.

• Lead power marketing and origination activities for utility scale solar and storage projects across the East region including PJM, NYISO, MISO, SERC, SPP, and ERCOT. • Develop and execute commercialization strategies including origination, structuring, negotiating, and executive of PPAs, VPPAs, capacity agreements, BTAs, and tolling transactions. • Manage, coach, and develop the East Region Power Marketing & Origination team. • Direct bid package preparation in response to offtake opportunity requests, including RFPs and RFIs for utility scale solar, storage, and hybrid projects for the East region • Identify new off-take opportunities via competitive solicitations, bilateral negotiations, regulatory filings, etc. • Drive contract negotiation and execution by leading cross-functional teams through complex internal and external processes • Develop creative deal structures and recommendations to support financing negotiations, help differentiate product offering, and reduce collateral requirements • Build and maintain strategic relationships with utilities, municipalities, cooperatives, load serving entities, and corporate off takers • Monitor market fundamentals, customer demand trends, procurement activity, and regulatory developments to identify opportunities and inform commercial strategy. • Support the preparation of commercial theses and presentations for Senior Management to inform the greenfield development and acquisition strategy.

• Own positioning for all active and pipeline programs — develop defensible, specific positioning that reflects a real POV on why a program wins in market, not a summary of what it covers. • For each new launch, develop a clear target audience definition, core message, and expected learner profile that give Growth a strategic foundation before campaign planning begins. • Own company-wide ICP clarity across the existing portfolio — maintain a living, data-informed view of who our learners are, what drives them, and how that is evolving. • Monitor positioning health for existing programs. Flag when enrollment demographics, NPS signals, or performance patterns suggest positioning has drifted and a refresh is needed. • Own the VoC program — design and run a regular cadence of interviews with prospective learners, active learners, rejecters, and alumni. • Synthesize findings into clear positioning inputs and share them with Growth and Product on a defined cadence. Interviews that don't change something aren't worth running. • Partner with our data team to connect qualitative VoC findings with quantitative signals — enrollment demographics, NPS, ad performance — to build a complete picture of whether our positioning is working. • Run quarterly persona reviews to assess whether the learners we are reaching match the learners we are targeting. • Serve as the primary strategic point of contact for our copywriter — provide clear positioning direction before he writes, and precise editorial direction when his output needs refinement. You are not writing everything yourself; you are making sure what he produces is right. • When VoC work or feedback loops from Growth signal that positioning has shifted, drive that change through the messaging framework and brief the copywriter on what needs to be updated in the messaging bank. You own the signal; he owns the pen. • Own the quarterly messaging bank review cycle: assess whether copy in market has drifted from current positioning and determine what, if anything, needs to be refreshed. • Escalate to Product and LXD when signals suggest the course itself needs to change — not just the copy or the positioning. • Partner with the Growth team on performance feedback loops — understand what the data is saying about whether our positioning is reaching the right people, and bring that back to your positioning work. • Coordinate with Product Operations who handles project management and logistics on your behalf so you can focus on the work that only you can do. • Build trust with Sara and Megan as a credible, decisive voice on positioning and messaging — someone they will defer to rather than second-guess.