VP of Marketing, Brand & Creative

Reports to: Chief Marketing Officer • Location: Remote within the United States • Travel: Up to 10% • Compensation: Competitive base salary, annual performance bonus, comprehensive benefits, and total rewards package.

About the Role

Chamberlain Advisors is conducting an executive search for TopDog Law, a personal injury firm in a category where nearly every competitor runs the same ad. TopDog does not. It built a brand people remember rather than tune out, with characters, a distinct tone, a sense of humor, and its founder, James Helm, who is the face of the firm's advertising. That difference is why it is now the fastest-growing injury law firm in the country and the second-largest media spender in its category, a national firm serving more than ninety percent of the United States population. The firm is scaling its in-house creative output to match that investment, and social is where that scale is needed most. Reporting to the Chief Marketing Officer, the Vice President of Marketing, Brand & Creative owns the brand platform, the design system and the in-house creative studio behind the work. From here the brand has to work for audiences and practice areas it was never built for, and earn the standing of the national firm TopDog has become, without sanding down the edge that got it here.

Core Profile

Brand Stewardship and World Building

You will take ownership of a brand that already works and build outward from it rather than over it. TopDog Law has assembled a genuine set of recognizable, hard-won brand assets, including the founder as the attorney face of the firm, a mascot, a signature vehicle, a distinctive audio voice and cultural register, recurring characters, a design system that governs how the brand shows up visually from out-of-home to television to the website, and a call to action audiences repeat back unprompted. That foundation is the advantage of this seat, not a constraint on it, and you will treat those assets as owned equity to be protected, deepened, and extended into new mediums and new audiences. Two things are committed rather than open: the brand assets themselves, which you are asked to build further rather than replace, and the television creative and production agency relationship, which stays. The central creative tension is real and you should want it: keep the boldness that made the firm impossible to ignore while earning the credibility of the national institution it has become. This is expressly not a clean-slate rebranding seat.

Social-First Creative Studio Leadership

You will personally lead a high-output, in-house creative organization, and social is the center of it. Paid and organic social across Meta, TikTok and YouTube is where the firm needs creative volume most, because those platforms reward the number of creatives tested, and the work there ships on an hours clock rather than a campaign clock. You will build the social team and the content engine behind it, the briefing, production and review system that sustains that volume, and the reactive capability that lets work built to travel still read as unmistakably TopDog. You will inherit a team that was built for where the firm has been, alongside a marketing organization with real strength in performance marketing, analytics, media and search, and your job is to make sure that team is capable of going where the firm is going. You will have the authority to invest in growing and developing the people already here, and to add the leaders and specialists the next stage needs. You will recruit them yourself without escalation, and you will approve production spend, vendor selection, casting and tooling inside an agreed budget. You will set the creative bar, run briefing and review, and stay close enough to the work to catch problems before they reach market.

Brand Asset Architecture and Governance

You will own the brand system itself, including the design system, the voice, messaging architecture and value propositions, and you will enforce consistency across every medium the firm buys. You will bring a realistic and disciplined view of how many distinct assets, characters, and messages the organization can actually carry and sustain, and you will resist roster sprawl that dilutes recognition. Out-of-home is the sharpest test of that governance: five to seven markets today with the boards designed in house and every campaign approved centrally before it runs. A request from an individual office for something different is answered through brand strategy rather than through one-off creative. You will build the governance, the asset library, and the working standards that let a fast-moving creative organization stay consistent without slowing down.

Multi-Audience Brand and Message Strategy

The leadership team decides which audiences the firm goes after. You will own how the firm wins them: the message, the creative, and the insight into what that audience actually cares about. TopDog Law earned its position with a specific and loyal following, and its next chapter is becoming universally relatable across regions, states, cultures, and income levels without diluting what made it work in the first place. That means reaching middle America, Spanish-speaking households, and every audience in between, each with the creative, casting, and language decisions required to land credibly rather than generically. You will bring a demonstrated track record of building the brand and message strategy for a newer audience yourself rather than inheriting one already built, and you will know how to widen a brand's reach without fracturing it.

Culture Fit and Operating Disposition

You will operate comfortably inside a regulated advertising environment, treating attorney advertising rules and state-by-state variation as a day-one condition of the work rather than a source of friction. You will bring a real network of leaders and specialists who will follow you, meaning people who have made that move with you before or will commit to it now, not simply people you know. Authority here is explicit and you should want it stated plainly: executing inside an agreed budget and an agreed brand platform is yours, while changing either, a new standing agency, a new mascot direction, a new campaign concept or a major talent partnership, goes to the Chief Marketing Officer. You will measure yourself on what the business did rather than on what the industry applauded, and you should expect that to be the standard here. A candidate who needs a large inherited infrastructure, who defers execution entirely to agencies, who treats shared brand authority as a demotion, or who arrives expecting the work to be a small number of television productions a year, will not succeed in this seat.

Core Responsibilities & Scope of Work

Brand Platform and World Building

• Brand Platform Ownership: Own the TopDog Law brand platform, including positioning, voice, visual identity, the design system, messaging architecture, and the value propositions that carry across every audience and medium the firm buys.
• Asset Extension Over Reinvention: Build outward from the firm's established brand assets, extending the founder persona, the dog, the vehicle, the audio voice and attitude, the recurring adversary character, and the call to action into new formats, new audiences, and new markets while preserving what audiences already recognize.
• Character and Story System Development: Develop the narrative system that connects the firm's brand assets to one another, so that individual campaigns compound into a recognizable brand world rather than accumulating as unrelated executions.
• New Asset Evaluation: Establish the standard by which a proposed new brand asset, character, or message earns investment, and bring a disciplined and realistic view of how many the organization can support and sustain over time.

Social Content and Creator Ecosystem

• Social Creative Teams at Volume: Build and run the in-house social creative team across paid and organic on Meta, TikTok and YouTube, producing test creative at the volume those platforms reward across both video and static, with each platform developed on its own terms rather than from one asset repurposed across all three, and with the variation discipline that makes that volume achievable without the work getting thinner.
• Content Generation Strategy: Own the content engine behind that volume: where concepts come from, how they are briefed, produced, reviewed and refreshed, and how the pipeline is staffed and sequenced so that high output is systematic and repeatable rather than heroic.
• Reactive Content Built to Travel: Concept, produce and ship same-day creative against cultural moments and firm news, built to travel and earn reach rather than to fill a calendar, and hold it to the brand at that speed, through a creative and compliance path agreed before the moment arrives, so that the work that goes viral is still unmistakably TopDog.
• Creator and Influencer Programs: Run the creator and influencer program day to day, including talent identification, the brief and brand guardrails creators work inside, and the recurring on-camera relationships that extend the brand's cast, partnering with the Chief Marketing Officer on major talent partnerships.

Creative Production at Scale

• In-House Studio Leadership: Lead the firm's in-house creative organization across concepting, art direction, copy, video and motion, and production, holding it to a weekly output cadence that supports a rapidly scaling media investment, and approve production spend, vendor selection, casting and tooling within an agreed budget.
• Format Range and Craft: Hold the creative standard across the full format range the firm runs, including skit, testimonial, direct-to-camera, listicle, statistic, and trend-led executions, so that volume never becomes the reason the work gets worse.
• Creative Testing and Performance: Establish the testing framework that ties concept