Overview
You sell Pavilion memberships to B2B GTM leaders - VPs and C-level execs running sales, marketing, CS, and RevOps teams. You're not selling software; you're enrolling people into a $5-10K/year peer community. Most of your day is spent on discovery calls figuring out if someone is actually a fit (active operator, not retired consultant) and if Pavilion can help with their specific problems.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Consultative closer / Enrollment specialist |
| Sales Motion | Inbound-heavy with qualification focus |
| Deal Complexity | Consultative - value is intangible, selling community/network |
| Sales Cycle | 2-6 weeks (multiple calls, often includes peer references) |
| Deal Size | $5-10K annual membership (estimated) |
| Quota (est.) | Unknown - likely measured on new enrollments/month |
Company Context
Stage: Established / Growth stage (founded 2016, multiple cohorts, known brand in GTM community)
Size: Small team (4 employees listed for Topline Media arm)
Growth: Active hiring for growth roles, regular large-scale events (GTM2026 conference Sep-Oct)
Market Position: Leader in the GTM professional community space - competing against RevGenius, GTMfund community, Sales Assembly, and traditional networking groups
GTM Reality
Pipeline Sources:
- 70-80% Inbound - people who've heard about Pavilion from peers, attended events, listened to content, or been referred by existing members
- 20-30% Targeted Outbound - reaching out to qualified GTM leaders who fit the profile
- Member referrals are significant - existing members recommend colleagues
SDR/AE Structure: Likely self-sourcing with some inbound lead flow from marketing
SE Support: No SE - you're selling community value and peer connections, not technical product
Competitive Landscape
Main Competitors: RevGenius (free Slack community), Sales Assembly (coaching/training), GTMfund Portfolio community, other paid peer groups, executive coaching
How They Differentiate: Curated membership (not everyone gets in), in-person events, established network of senior GTM operators, structured programming
Common Objections: "I'm already in 5 Slack groups", "I don't have time for another community", "My company won't pay for it", "What's the ROI?"
Win Themes: Quality of network (senior operators only), actionable advice from people in similar roles, in-person connections at events, career opportunities through network
What You'll Actually Do
Time Breakdown
Discovery Calls (40%) | Application Review/Qualification (25%) | Follow-up/Closing (20%) | Internal/Admin (15%)
Key Activities
- Discovery Calls: You're on Zoom 4-6 hours/day talking to GTM leaders about their challenges. You're figuring out if they're actually an operator (not a consultant or solopreneur), what they're struggling with, and if Pavilion's network can help. These aren't demos - there's no product to show.
- Application Review: You're reading through membership applications, checking LinkedIn profiles, sometimes doing reference calls with existing members who know the applicant. You're gatekeeping to maintain community quality.
- Consultative Closing: You're having 2-3 conversations per prospect. First call is qualification, second is often connecting them with existing members for peer validation, third is handling objections (budget, time commitment, spouse approval if paying personally).
- Member Success Handoff: Once someone enrolls, you're introducing them to their cohort, making sure they show up to their first event, and staying involved in early retention. Your success is tied to them staying past year one.
The Honest Reality
What's Hard
- You're selling something intangible with no clear ROI metric. "How many deals will I close from this?" is an impossible question to answer.
- Qualified leads are limited - you need actual GTM operators with budget authority, not junior ICs or people between jobs looking to network.
- Budget conversations are awkward - some prospects expect their company to pay, but you're often selling to individuals who pay personally ($5-10K is real money).
- You're part salesperson, part community manager. If people don't engage after joining, they churn, and that reflects on you.
- Lots of "I need to think about it" / "Let me talk to my spouse" because this is a discretionary spend, not a business necessity.
What Success Looks Like
- Hit your monthly enrollment target (likely 8-15 new members/month depending on deal size)
- High retention rate - members you enroll actually engage and renew after year one
- You build a reputation where existing members refer their peers to you specifically
- Your enrolled members show up to events and participate actively (you're measured on engagement, not just revenue)
Who You're Selling To
Primary Buyers:
- VPs and C-level GTM execs (CRO, CMO, CCO, VP Sales, VP Marketing, VP CS)
- People actively managing teams of 5-50+ people
What They Care About:
- Access to peers who've solved the problems they're facing (scaling from $10M to $50M ARR, building a CS function, navigating board pressure)
- Avoiding isolation - many are the only GTM leader at their company and need a sounding board
- Career insurance - network for their next role if things don't work out
- Practical advice, not theory - they want playbooks and templates, not thought leadership
- Time efficiency - will this actually be worth the time investment?
Requirements
- 3-5+ years in B2B sales or account management - you need to speak the language of GTM operators and understand their world
- Consultative selling experience - this isn't transactional, you're qualifying fit and advising on whether someone should join
- Comfortable with rejection and long sales cycles - not everyone who applies gets in, and qualified prospects take weeks to decide
- Strong communication skills - you're representing a premium community, so you need to sound polished and credible
- Self-motivated - likely a small team, you're managing your own pipeline and process
- Belief in community value - if you're skeptical about peer networks, this will be a hard sell