Strategic Enterprise Accounts Lead

About the Role

This is a founder-adjacent enterprise sales seat, not a territory to farm. You will own a number of large, strategic brands across retail, financial services, marketplaces, and B2B enterprises and run complex, multi-threaded cycles into CMOs, VPs of Growth and Lifecycle, Heads of Personalization, and their data and engineering counterparts.

The buyer is sophisticated and skeptical. They have been sold personalization before. Winning means diagnosing how their growth engine actually works, quantifying what a lift in retention or conversion is worth to them, and building a business case their CFO will sign. Closer to a consultative engagement than a demo-and-quote motion.

You will also be one of the loudest voices shaping what we build. What you hear in the market goes straight to product, there is no layer in between.

What You'll Do

Own the full lifecycle of a focused set of strategic accounts: first outbound touch, executive alignment, security and procurement review, close, and everything after it.

Land, then expand, deliberately. Build a multi-year account expansion plan from day one of the relationship. Turn a single-use-case land into new journeys, new channels, new business units, and enterprise-wide agreements. That means running quarterly business reviews that surface measured impact, translating early wins into the internal case for a bigger commitment, and finding the next budget holder before the current contract comes up for renewal. Expansion and renewal targets sit alongside new logo quota, and both are yours.

Build champions who sell for you internally. The fastest expansion path is a customer whose personalization results made them look good to their CEO. Instrument the wins, help your champion present them, and be in the room when the next budget cycle opens.

Build the account plan and the point of view. Research the business before you reach out. Show up with a hypothesis about their retention curve, their lifecycle gaps, and where personalization is leaking revenue.

Multi-thread relentlessly. Enterprise deals die on single-threading. You'll map the org, build champions across marketing, data, and engineering, and get to the economic buyer early.

Quantify value. Build the ROI model, defend the assumptions, and turn a technical capability into a number the business cares about.

Run rigorous pipeline hygiene. Accurate forecasts, clean CRM, honest deal stages. We would rather hear bad news early than good news that turns out to be wrong.

Partner with product and engineering on solution design, POCs, and shaping the roadmap around what the market is actually asking for.

Help build the playbook. Messaging, discovery frameworks, objection handling, competitive positioning — you will write as much of it as you inherit.

Requirements

Non-negotiables

• Tenacity. You work accounts other people have written off. You find the second and third path in when the first one closes. Rejection is data, not a verdict.

• Accountability above all. You own the number and you own the misses. When a deal slips, you say so first, explain why, and come with the plan. No surprises at quarter-end, ever.

• Consulting background. Time at a strategy, management, technology consultancy or an equivalent role where you were paid to diagnose a business problem and defend a recommendation to executives.

• High intellectual horsepower and genuine curiosity. You learn complex technical products fast and can hold your own in a conversation about data architecture, experimentation design, or attribution. You ask better questions than the room expects.

• Early-stage grit and velocity. You've carried a bag at a Series A–B startup and know what it means when there is no marketing-sourced pipeline, no established brand, and no one else to escalate to.

• Comfort with ambiguity. You default to ownership, transparency, and figuring it out. Undefined processes read as opportunity, not obstacle.

Also matters

• Track record selling complex technical or data products to enterprise buyers, with consistent quota attainment you can speak to specifically.

• Experience closing six- and seven-figure deals with 6–12 month cycles, multiple stakeholders, and formal procurement.

• Fluency in the martech, growth, CDP, or customer engagement space, or the demonstrated ability to get there in weeks.

• Strong written communication. Much of enterprise selling is a well-constructed email or one-pager landing in a room you're not in.

• Willingness to travel to customers as needed.

What this role is not

If you need a defined territory, an SDR feeding you meetings, a full marketing engine, or a manager who checks your activity metrics — this will frustrate you, and we'd rather say so now.