Director of Account Based Marketing

The Director of Account Based Marketing owns a company's ABM function at a leadership level - accountable for the marketing engagement and pipeline of a defined set of named, high-value accounts, the team that runs it, and the platform, plays, and budget behind it. The scope is account-based specifically, not the broad funnel: the target-account strategy and tiering (which accounts are worked 1:1, which 1:few, which 1:many, and why); account-based orchestration across marketing, the SDR/BDR motion, and the account's Sales owners so that outreach, content, and events hit one account with one coordinated narrative rather than five disconnected touches; personalized account plays and content built for a named account's buying committee and their moment; account intent and engagement scoring and the account-to-pipeline model the function is measured on; the ABM platform and account data (the orchestration engine, the intent and enrichment data, the account list itself); and the ABM team and its budget within a delegated authority. Core ownership is the operating model that turns a target-account list into sourced and influenced pipeline: the tiers and the entry/exit rules, the play-books per tier, the shared account plan with Sales, the engagement thresholds that hand an account to sales development, and the reporting that proves marketing moved the accounts that matter. This is a director-level people-management seat reporting to a VP of Marketing or CMO, leading a team that runs from a couple of ABM managers and a specialist to a tiered ABM organization, and partnering tightly with Sales, sales development, Demand Generation, Field, and Product Marketing. It is deliberately not a broad-funnel demand seat and not the account's Sales owner. The Director is accountable for orchestrating marketing to named accounts through the team, but does not own the account relationship or the deal (Sales does), does not run the broad top-of-funnel demand engine (Demand Generation does), and does not own regional events as an end in themselves (Field does) - the Director conducts those instruments against a named account. What separates great from average is converting a spray of activity aimed at a list into a governed, orchestrated motion that Sales trusts and that produces attributable account pipeline: tiering that reflects real account value and winnability rather than a wish list, a joint account plan that Sales co-owns instead of tolerates, plays personalized to the committee and the trigger rather than a logo dropped into a template, engagement scoring honest enough to route a real signal (not vanity clicks) to sales development at the right moment, and a platform and data foundation clean enough that the account list, the intent, and the attribution can be believed. A mediocre ABM director buys a platform, uploads a list, and reports impressions against logos nobody in Sales agreed to; a great one runs a co-owned, measurable account motion the revenue team plans around, and knows exactly which calls are the team's, which are Sales', and which belong up the chain.