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.

See what I built

~1/3

of enterprise qualified opportunities

~1/2

of enterprise pipeline

~3/4

of enterprise closed-won ARR

All from an ABM program that didn't exist when I joined.

Peter's ABM program fundamentally changed how our enterprise team thought about pipeline.

Enterprise Sales Leader

Pendo

Why this role

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.

First 90 days

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.

Days 1–30

Learn the funnel from the inside.

Sit in on sales calls and pipeline reviews. Map the ICP as sales describes it vs. how marketing targets it.
Audit source → MQL → SQL → opp → win. Find the leaks before adding new programs.

Days 31–60

Ship the first signal-driven plays.

Launch 2–3 ABM plays against the top-tier list using intent + product signals from Common Room itself.
Rebuild the webinar motion around pre-event 1:1 outreach to identified attendees, not post-event blasts.

Days 61–90

Make the playbook repeatable.

Document the working plays so the team can scale them without me in the room.
Co-own a quarterly pipeline number with sales leadership. Skin in the game from day 90.

How I work

Three operating principles.

Signal-First Targeting

Intent data and behavioral signals prioritize accounts, not spray and pray. The proof: 1,000 webinar registrants, 40 identified inside the target list, Meta Ray-Ban AI glasses offered for booking pre-event → 6 meetings, 4 opportunities.

Sales as Partners, Not Recipients

At Pendo, the teams I sat in with weekly outperformed the ones I emailed. I build visibility by being in the room - literally, and in the Slack. Internal marketing is the highest-leverage thing a demand gen leader can do on a lean team.

AI-Native by Default

Built "Abe Emm," an AI ABM agent for sales. Built n8n + Claude workflows that DM each AE/BDR a weekly ranked account list from aggregated intent signals. Not a tool user, a tool builder.

What I'd fix first

Three fixes. Start Monday.

On Sales/Marketing alignment

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.

ON ABM PAGES

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.

On the events and webinar motion

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.