Taking 7 years of ABM rigor and pointing it at the engine you've already built. A follow-up on the Demand Generation Manager, Enterprise role.
Enterprise is 2,000 to 7,500 employees. The role is taking what's already spun up and making it unique to enterprise, not adapting a broader motion.
First quarterly enterprise campaign live and custom to segment. That's exactly the kind of zero to one I built at Pendo.
Events and field are ~33% of pipeline. Email, webinars, direct mail, and ABM are the channels this role owns, with 46 SDRs in your org as the natural partner.
These were my quarterly targets at Pendo, hit consistently. Built from zero: no inherited playbook, no list. Just ICP, intent data, sales alignment, and coordinated plays.
Cresta's engine isn't broken. Programs are spun up, channels are firing, creative ships in a week. What enterprise needs is sharper account selection, tighter intent orchestration, and measurement at the account level. That's the muscle I've been building for 7 years.
At Pendo I built the ABM field in our CRM as the single source of truth so marketing, SDRs, and AEs all reported against the same list. Same move at Cresta: every quarterly enterprise campaign points at the same tightly defined accounts, not a re-derived list per channel.
Low / no intent gets thought-leadership ads and nurture. As intent climbs, accounts shift to bottom-of-funnel content, ABM direct mail, and SDR-led outreach. Persona-split above and below the director line. This is how a multi-channel program stops being a broadcast and starts compounding.
The reason my ABM programs hit a third of opps, half of pipeline, and three quarters of ARR at Pendo is that sales actually used them. With 46 SDRs reporting to you and AEs aligned, I'd build sequences and lists reps trust on day one, not after a quarter of selling them on it.
Channel dashboards tell you what fired. Account-level reporting tells you what closed. I'd stand up attribution that ties every enterprise campaign to opportunities and ARR in the same view marketing and sales review weekly.
I'm not coming in to learn enterprise demand gen on the job. I'm coming in to bring an ABM operator's discipline to the engine you've already built.
Segment by industry or region, then tier by intent. Different branches for low-intent and high-intent, different messaging for director-and-above vs senior manager. Every channel coordinated to the same account.
Marketing nurture for low intent. Switch to sales-led outreach as intent climbs. Sequences I help build, not throw over the wall to your 46 SDRs.
Webinars only pay back when you wrap an account play around the top enterprise registrants. Pre-event targeting, mid-event SDR alerts, post-event opportunity follow-through, all tied to the same target list.
Your travel play (named box, video brochure, QR to the AI agent, luggage tag) is the bar. I'd build the retail equivalent and the financial services equivalent on the same model.
Already your #1 channel at ~33% of pipeline. My role: pre-event ABM activation and post-event SDR follow-through tied to the same target list.
LinkedIn thought-leader ads for awareness on the no-intent tier. Connected TV is a high-trust air cover layer for enterprise.
ABM field in our CRM as the single source of truth, AE-priority aligned. One list marketing, SDRs, and AEs all trust and report against.
You said it yourself: first quarterly enterprise campaign live and customized to segment. Here's how I get there, plus the structural work that compounds.
46 SDRs reporting up to you is the alignment most demand gen marketers never get. I've built my career around being a real partner to sales: sequences reps actually use, intent signals that sharpen outreach, and targets they trust.
You said creative ships in a week. That's the environment I want. At Pendo I felt the bottleneck of creative friction. At Cresta I'd run campaigns the way they're supposed to be run: idea Monday, in-market Friday, learnings the week after.