ENSEK is rebuilding its GTM engine from scratch.
I've done it twice before.
The CMO described this role as the hire that "orchestrates how programmes, campaigns and data systems work together across the go-to-market engine." I built that system at Quantexa into enterprise accounts with 6–18 month cycles. I have built two category positions from scratch: decision intelligence at Quantexa and mobile call recording compliance at Cognia.
The role, mapped to proof
At Quantexa I built the measurement framework tracking pipeline from first marketing touch to closed deal. I wired HubSpot, Salesforce and Influ2 together so each contact's engagement was visible across the buying group. The result: £17.6M influenced across 10 Tier-1 accounts over 18 months, with £10.2M converting to closed revenue at a 58% pipeline-to-close rate. That funded the next investment cycle and secured two industry Golds. You justify further spend to the CRO by showing pipeline created, buying group engagement and deal velocity. That is the measurement model I built.
I ran enterprise ABM into tier-1 UK financial services accounts: ICP selection from intent signals, buying-group content via Influ2, event tracks built against open opportunities. Deal cycles ran 12–18 months. That architecture, enrichment through intent scoring through creative sequencing, runs account-led at ENSEK's deal scale: tight ICP, long cycles, buying groups of six or more.
At Quantexa I consolidated a fragmented stack into a single attributable system and handed over full documentation. I make the call on what to keep and what to cut. I build AI agents on top to reduce operational overhead without adding headcount.
First 90 days at ENSEK
Three decisions that build on each other. Each one creates the precondition for the next. Skip any of them and the programme that follows is built on sand.
1–14
The first two weeks are building, not planning. I set up the attribution model in HubSpot and Salesforce: define what "marketing influenced" means, build the reporting layer, and get the CRO's sign-off before a single campaign runs. Every result from day 15 lands in the same system, measured the same way. At Quantexa this was the build that ended monthly arguments about what marketing did and didn't own. Without it, the CRO contests each result and investment stalls.
15–45
I build the targeting engine in Clay: intent signals pulled, accounts enriched, ICP criteria applied, T1/T2 tiers scored. It's a repeatable system. Run it quarterly and the list updates itself. Sales co-signs the output before any campaign touches an account. The account list is what every programme draws from. Without this infrastructure, any programme is content spray with a target account label.
46–90
I build the campaign engine: Influ2 configured for buying-group coverage, content sequenced by funnel stage and persona, event tracks tied to open opportunities, reporting wired back into the attribution layer from step one. Then I run the first programme through it: intent signal to buying-group content to event track to pipeline report. A fully instrumented proof of concept. A pipeline number the CRO takes to the board.
Why this role, why now
The Energy Orchestration Platform is a category move. Most competitors are still selling CIS and billing. I've built two categories before: decision intelligence at Quantexa and mobile call recording compliance at Cognia. Both started with a market that had no established language. The content engine, product marketing and brand experience are in place. The Revenue Marketing Director connects those programmes to commercial outcomes.
Few businesses are profitable and funded while the GTM infrastructure still needs building from scratch. The ABM motion, the martech stack, the attribution model, the agency vs. in-house decisions: none exist in the form this role requires. I built that infrastructure at Quantexa, inside a data analytics business selling into regulated financial institutions, and I know the sequence.
A small number of high-value energy retailers with 6–18 month buying cycles and buying groups of six or more stakeholders. A buying-group programme fits. Demand gen does not.
Influ2, Clay, HubSpot and intent signals. I've run that combination at deal-level into Tier 1 accounts. The system I'd build at ENSEK follows the same logic, with three years of AI tooling on top.
Let's build ENSEK's revenue marketing engine.
Book thirty minutes. I'll take you through the full sequence.