CUBE needs a player-coach who runs ABM personally
and leads the team building around it.
This role means hands-on ownership of the ABM programme plus full accountability for demand gen, brand, and revenue marketing across a team of three. I built and ran that exact motion at Quantexa: enterprise ABM into regulated financial institutions, 6–18 month cycles, buying groups of six or more. CUBE sells into the same buyer.
The role, mapped to proof
At Quantexa I owned ABM end to end: working directly with Sales on account selection, building bespoke engagement plans, and wiring HubSpot, Salesforce and an intent layer together so buying-group engagement was visible deal by deal. Result: £17.6M influenced across 10 Tier-1 accounts over 18 months, £10.2M closed at a 58% pipeline-to-close rate. This job wants the ABM expert who does the work personally and coaches a team on the standard. That's the role I've already done.
Quantexa sold decision intelligence into banks and regulated financial institutions, with compliance, risk and legal stakeholders in the room. That's the same buying group CUBE sells into across banking, insurance and asset management: long cycles, multiple approvers. The ABM architecture that works here ties account selection to intent, builds content for each stakeholder, and reports against a measurement model the CRO trusts.
I've built category positioning twice: decision intelligence at Quantexa and mobile call-recording compliance at Cognia. Both started in markets with no established buyer language. CUBE's expansion into payments, insurance and asset management needs the same discipline: pick the segment, the channel and the message before spend follows.
First 90 days at CUBE
Three decisions that build on each other, in the order a player-coach ABM lead needs them. Each one is a precondition for the next. Skip one and the programme that follows has nothing solid under it.
1–14
First two weeks: meet the team of three (Senior Growth Marketing Manager, Customer Marketing Manager, Events Lead) and get the attribution model live in HubSpot and Salesforce. Define what "pipeline contribution" means with the Marketing Ops lead. Agree it with the CMO and Sales leadership before a single campaign launches. Everyone measures every number the same way from day 15 onward.
15–45
I build the targeting system in Clay: pull intent signals, enrich accounts, apply the ICP across banking, insurance and asset management, score T1/T2 tiers. I work directly with Sales, not through a brief, to select the first cohort of target accounts and build the bespoke engagement plan myself, the way the role is scoped. The team learns the standard by watching me run it.
46–90
I build the campaign engine: an intent layer configured for buying-group coverage, content sequenced with Product Marketing, events tied to open opportunities. Then I run the first programme through it end to end, from intent signal to buying-group content to event to attributed pipeline. Alongside it, I set the team's cadence: goals, feedback, and the experimentation culture the role calls for, so the team compounds the motion quarter over quarter.
Why this role, why now
CUBE has more than doubled revenue and headcount since 2024, and taken on the Thomson Reuters regulatory intelligence business and Acin. It's scaling fast into new segments and geographies. Its buyer base is getting more complex at the same time. That needs a growth marketing lead who can run ABM into the highest-value accounts personally, and build the team infrastructure that keeps growth repeatable as volume climbs.
I've done both halves of this role before, separately and together: hands-on ABM ownership at Quantexa into regulated financial institutions, and category-building at Cognia and Quantexa in markets with no established buyer language. CUBE's expansion across banking, insurance, asset management and payments is a market-expansion problem, and it already needs an ABM engine to close the deals it produces.
Regulated financial institutions with long cycles and buying groups spanning compliance, risk, legal and IT. A buying-group ABM programme fits. Volume-first demand gen does not.
Clay, HubSpot, Salesforce and an intent layer. I've run that combination at deal level into Tier 1 regulated accounts. Same architecture, updated with three years of AI tooling.
The team I'd be leading
EMEA
Let's build CUBE's growth marketing engine.
Book thirty minutes. I'll take you through the full sequence.