Responsibilities - Own the end-to-end program lifecycle for strategic GTM initiatives: define the problem, align stakeholders, build the plan, run execution, measure impact, and operationalize what works. - Translate leadership priorities (e.g., new segments, new products, new channels, pricing/packaging changes) into sequenced program roadmaps with milestones, owners, risks, and decision points. - Establish a standardized launch framework for Sales-facing initiatives (readiness, enablement, comms, instrumentation, and post-launch review). - Build and maintain a cross-functional operating cadence that keeps the field aligned: GTM planning rituals, initiative reviews, launch readiness checkpoints, and decision-making forums. - Partner with Sales Enablement and frontline leaders to convert strategy into field-ready artifacts: plays, talk tracks, qualification and discovery frameworks, battlecards, objection handling, and deal desk workflows. - Create adoption loops: define what “good” looks like, monitor usage, capture feedback from the field, and iterate quickly. - Translate GTM strategy into clear “plays” and execution plans that span product, marketing, and sales—connecting positioning, packaging/pricing, and routes-to-market into one coherent motion. - Partner with Product, Marketing, and Customer Success to ensure launches are field-ready: messaging, enablement, asset readiness, rollout sequencing, and support coverage. - Build closed-loop feedback mechanisms from the field and customers back into roadmap and go-to-market iteration (win/loss insights, qualitative field feedback, adoption signals). - Create measurement frameworks for GTM initiatives: adoption metrics, leading indicators, and business outcomes (pipeline, conversion, ACV, retention, time-to-first-value, rep ramp, cycle time). - Run post-launch performance reviews and recommend improvements (positioning tweaks, enablement refreshes, sequencing adjustments, or cross-functional resourcing changes). - Build early-warning dashboards to detect breakdowns in execution (e.g., low play adoption, weak signal coverage, inconsistent messaging, stalled rollouts). - Drive alignment across Sales, Marketing, Finance, Product, and Engineering on initiative scope, trade-offs, and sequencing—ensuring the field gets one coherent message and one clear motion. - Own change management for Sales-facing shifts (process, product, pricing/packaging): comms plan, training plan, support model, and escalation paths. - Act as the connective tissue between frontline feedback and roadmap/process iteration—closing the loop so programs get better over time.