You're looking for someone who
builds the demand engine.
I've already done it.
Peter Tarrant, Senior Demand Gen and ABM. Built for Common Room.
Common Room is at the exact inflection point where I do my best work.
Events infrastructure being stood up. Sales/Marketing alignment actively improving. Messaging overhaul underway. Lean team, high-leverage stage.
This is the stage where I build the repeatable programs from scratch that make the chaos coherent. I'm not coming in to run plays. I'm coming in to build the playbook.
A concrete plan, not a promise.
Based on what you shared about the current state of demand gen at Common Room, here's where I'd focus. Happy to pressure-test any of this with you.
Listen, audit, instrument
- Sit in on sales calls and weekly pipeline reviews. Map the ICP as sales actually describes it vs. how marketing targets it.
- Audit the current funnel: source → MQL → SQL → opp → win. Find the leaks before adding new programs.
- Get fluent in Common Room's own product. Build a personal signal view of the target account list and use it to prioritize.
- Audit the lead flow from capture to first outreach. Find the two biggest handoff breaks between marketing and sales, and fix them.
Ship the first signal-driven plays
- Launch 2–3 tightly scoped ABM plays against the top tier list using intent + product signals from Common Room itself.
- Stand up one-to-one pages for the top 25 accounts, wired to outbound and paid touches.
- Rebuild the webinar / event motion around pre-event 1:1 outreach to identified attendees, not post-event blasts.
- Weekly 30-min sync with each AE pod. Marketing shows up as a partner, not a ticket queue.
Make the playbook repeatable
- Document the working plays into a repeatable ABM playbook the team can scale without me in the room.
- Stand up an AI-assisted research + personalization layer so reps get account briefs, not just lists.
- Define the source-of-truth dashboard: pipeline influenced, meetings booked, win rate by play. Kill what isn't working.
- Co-own a quarterly pipeline number with sales leadership. Skin in the game from day 90.
Three operating principles.
Signal-First Targeting
Sales as Partners, Not Recipients
AI-Native by Default
Specifics from our conversation.
You mentioned internal marketing as the gap, making sure sales knows what's available to them. I've seen this exact dynamic and it's fixable fast. The lever is presence in the weekly AE/BDR calls plus a standing 'shipped this week' Slack post, not another newsletter.
You're not there yet on one-to-one pages. I built a seller self-serve system at Pendo using Mutiny + structured prompts, so reps could spin up on-brand 1:1 pages without breaking the queue. That's directly transferable.
You mentioned events infrastructure is just being stood up. The highest leverage move is pre-event 1:1 outreach to identified attendees inside the target list, not post-event nurture blasts. At Pendo, that exact play turned 1,000 webinar registrants into 6 meetings and 4 opportunities by focusing only on the 40 accounts that mattered.