Head of GTM (Go-To-Market) - Hybrid

Responsibilities

• The number. New ARR across mid-market and enterprise, quarter by quarter. Pipeline coverage, win rate, sales cycle, segment mix, and ACV are all yours to manage.
• Positioning and messaging. You own how HowNow is explained, sold, and remembered. That means the website copy, the pitch deck, the one-pager, the email sequence. You’ll write and review at a level of detail that most GTM leaders delegate. If the messaging is off, that’s on you. You will craft the story of what makes the product unique, how it delivers business outcomes and benefits to customers.
• Product launches and releases. Partner on launch strategy and own the GTM execution: messaging, enablement, campaign, pipeline targets, measurement. Our product is evolving fast, and the release cadence will be high. Launches need to land, not just ship. Align teams across marketing, sales, product, and partnerships to ensure the product launches to the right audience at the right time.
• Pipleline generation. Build a repeatable demand engine across outbound, inbound, partner, and customer-sourced pipeline. Own the ICP definition for each segment, and make sure every rep, marketer, and partner is aligned on the same targets.
• Segment strategy. Mid-market and enterprise require different motions, different messaging, and different deal mechanics. You’ll define where we lean in, where we qualify out, and how we allocate coverage. Enterprise needs a named account motion; mid-market needs velocity. You’ll design both.
• The AE team. Coach, forecast, and raise the performance floor. Reduce ramp time and narrow variance. Own enablement and the sales playbook across both segments, and be close enough to the work to know when something’s not landing.
• The Marketing team. Coach and support the marketing team to deliver best-in-class campaigns across content, demand generation, events, PR & social.
• Customer marketing. Turn customers into the strongest growth channel: references, case studies, expansion pipeline, and community. This is a strategic priority, not a side project.
• The channel motion. Work with the Channel Partnerships Manager to build a partner-sourced pipeline into a material contribution.
• The GTM operating rhythm. Weekly pipeline reviews, monthly forecast, quarterly planning, and launch readiness. You set the cadence, and the team runs to it.