Director – Revenue Marketing

The role. This leader owns the demand-to-revenue engine and the marketing number, inside a team built as an AI operating system rather than a large headcount. You lead demand generation, digital marketing, and revenue operations as one system, running ABM as a channel program within that mix rather than the whole of it, with AI and predictive models working alongside you as digital co-workers on execution. You’re personally accountable for pipeline, coverage, and CAC, not just for reporting on them. Real, hands-on experience building pipeline through a channel or partner motion is a hard requirement for this seat.

Key Responsibilities

• Lead demand generation, digital marketing, and revenue operations as one engine, with ABM run as a channel program within it, not the centerpiece.
• Own the website and digital experience end to end: partner fluently with engineering on the web development process and sprint planning and set the UX/UI bar for every digital touchpoint.
• Own marketing’s contribution to pipeline, coverage, and new ARR.
• Build and run the growth forecast that reverse-engineers programs from the AOP.
• Set the funnel definitions, SLAs, and the KPI reporting the board sees.
• Implement AI and predictive pipeline modeling to optimize budget allocation and performance.
• Drive the shift to an AI-native operating model with the GTM engineer.
• Partner with the CRO org and the channel on shared pipeline and efficiency, including CAC.
• Lead the direct reports on this team and manage the external vendors and agencies that extend it, holding both to the same bar.
• Present regularly to the executive leadership team, translating marketing activity into financial and business impact, not just marketing metrics.

We’re looking for a revenue marketing leader who has actually built pipeline through a channel or partner motion, not just direct or PLG, who has personally owned a pipeline or revenue number rather than just reported on one, and who brings a PE-grade read on CAC and efficiency to how the engine is run. This person is as comfortable in front of the executive leadership team, translating marketing activity into financial and business impact, as they are inside the martech stack that produces it.

Required Qualifications

• AI-first problem solving is the core requirement for this role: you reach for AI first, not last, to think through and solve real problems, treat AI as a digital co-worker rather than an occasional tool, and can point to how you’ve actually done it. This isn’t optional, and it isn’t just familiarity with the tools.
• Real, hands-on experience building or scaling pipeline through a channel or partner-led motion, not direct or PLG only.
• A track record of being personally accountable for a pipeline or revenue number, not just reporting on one, with real fluency in CAC, efficiency, unit economics, and the KPIs that prove it.
• Comfort presenting to and holding a room with the executive leadership team, translating marketing activity into financial and business impact, not just marketing metrics.
• Deep martech fluency: the core stack beyond CRM, email, and content management, plus a real point of view on emerging AI-native marketing technology, not just the established tools.
• A strong understanding of the web development process and sprint planning, with a real point of view on UX/UI, built from working alongside engineering, not from a distance.
• Experience managing external vendors and agencies to a real bar, not just a scope of work.
• 8+ years in demand or revenue marketing, with team leadership in B2B infrastructure, cloud, or data.
• Salesforce fluency.
• US-based.
• Bachelor’s degree, or equivalent practical experience.

• A builder who has stood up an engine from scratch, not just run one already in motion.
• Experience running the web and vendor ecosystem directly, not just overseeing it secondhand.

Immediate Mandate (First 90 Days)

• Stand up the growth forecast and the KPI reporting cadence.
• Get the demand and digital hires productive and aligned to coverage targets.
• Ratify the qualified pipeline definition with RevOps and Finance.
• Assess the current web build and vendor relationships and set the standard both operate to going forward.

• Demand generation, digital marketing, and revenue operations run as one engine, with ABM operating as a strong channel program within it, not three disconnected functions.
• A growth forecast and KPI reporting cadence the board actually relies on.
• AI and predictive pipeline modeling are driving real budget-allocation decisions, not sitting as a pilot on the side.
• A clear, shared pipeline and CAC picture with the CRO org and the channel.
• Marketing’s contribution to pipeline, coverage, and new ARR is unambiguous and trusted by Finance and RevOps.
• The website and vendor ecosystem run at the standard this role set in the first 90 days, and the executive leadership team gets a financial, not just marketing, account of the engine’s performance.