What Does “Head Of” Mean in a Job Title?

Alright, let’s get this out of the way—my job title is “Head of Marketing.” So… this topic feels very relevant. What does “Head of” even mean? Does it signify someone leading a full department? Is it equivalent to a C-suite or VP-level role? And what if the person with this title is the only one in their function—does that make them a “department”?

The truth is, “Head of” can mean many things depending on a company’s size, structure, and culture. I have plenty of personal stories I could share on the topic (both good and bad), but I’ll save those for happy hour. Instead, I did some digging to uncover the general consensus. So, let’s dive deeper into this title, explore its nuances, and see how it’s being used—particularly by small-to-midsize businesses (SMBs) and startups.

Common Leadership Titles and Their Hierarchy

Leadership titles vary widely across industries, but they generally fall into a few key categories:

• C-suite (e.g., CEO, CFO, CHRO): The highest level of leadership, responsible for company-wide strategy and decisions.
• Vice Presidents (VPs): Typically oversee broad functions, such as marketing or operations, and report directly to the C-suite.
• Directors: Focus on specific areas within a function, such as content marketing or customer success, often reporting to VPs.
• Managers: Handle smaller teams or specific projects, reporting to directors or VPs.

Where does “Head of” fit into this hierarchy? The answer: it depends. At some companies, it’s a VP-level role; at others, it’s more akin to a director or even manager position. The context is critical, especially when evaluating responsibilities and reporting structures.

Where “Head Of” Titles Are Most Common

“Head of” titles are particularly popular in startups and early-stage companies. In these environments, the focus is often on flexibility and impact rather than rigid hierarchies. For example:

• A “Head of Marketing” at a 20-person startup might oversee everything from strategy to execution, covering social media, content, paid ads, and events—all without a team to delegate to.
• A “Head of Product” might be the sole person responsible for defining and delivering the product roadmap, working closely with engineering and design.

In these cases, the title conveys authority and ownership. Even if there’s no team to lead, the “Head of” is expected to own their function end-to-end, making strategic decisions while rolling up their sleeves to execute.

Benefits of Using “Head Of” Titles

1. Simplified Rankings

In a small company, rigid hierarchies can feel out of place. “Head of” titles simplify rankings, offering clarity without the complexity of traditional corporate structures.

2. Talent Acquisition

For startups and SMBs that can’t always compete on salary or perks, “Head of” titles can be a powerful recruitment tool. They signal a significant level of responsibility and autonomy, which can be appealing to candidates looking to make a big impact in a smaller organization.

3. External Authority

When dealing with partners, vendors, or clients, a “Head of” title carries weight. It signals that the person has decision-making authority, which can be crucial when someone is leading projects or negotiations.

Risks of Using “Head Of” Titles

1. Confusion as You Scale

As your company grows, the meaning of “Head of” can become murky. For example, if your “Head of Marketing” now oversees a team of five but you hire a VP of Marketing above them, where does the head fit in? This ambiguity can create confusion around salary, hierarchy, and expectations.

2. Messy Org Charts

If “Head of” titles are used inconsistently, they can lead to messy org charts. For example, having a “Head of Operations” alongside a COO can make it unclear who’s responsible for what.

3. Unrealistic Expectations

Sometimes, “Head of” titles can set unrealistic expectations for both the employee and the company. A candidate might expect VP-level authority and resources, while the company expects them to function more like a hands-on manager.

General Takeaways

“Head of” titles can be a great tool for startups and SMBs. They simplify org charts, attract talent, and empower employees to own their functions. However, they come with risks, especially as your company grows.

Here are a few tips to navigate this:

• Set clear expectations from day one. Make sure the responsibilities and scope of the role are well-defined, and revisit these as the company evolves.
• Adapt titles as you grow. Don’t let legacy titles create confusion. If you bring in new layers of leadership, ensure your org chart reflects the changes clearly.
• Be transparent. Employees should understand where they fit in the hierarchy and how their role might evolve as the company scales.

At the end of the day, titles like “Head of” are tools, not definitions. Used wisely, they can help you attract top talent and create a dynamic, agile organization. But remember, the title is just the beginning—the real magic happens when the responsibilities, expectations, and opportunities behind it are aligned with the company’s goals and the employee’s ambitions.