Enterprise Growth Director

Overview

You hunt and close new enterprise brand accounts for Fohr's predictive influencer marketing platform. You're selling major brands (think Fortune 1000, large DTC brands, national retailers) on replacing their current influencer approach - whether that's working with agencies, using competitor platforms, or doing it manually - with Fohr's data-driven creator selection. This is full-cycle enterprise sales with 3-6 month deals, multi-stakeholder buying committees, and you're selling behavior change as much as software.

Role Snapshot

Company Context

Stage: Appears to be Series A/B stage (89 employees, established product, hiring across sales + services)

Size: 89 employees

Growth: Actively hiring both new logo sales and client services - signals they're scaling the customer base

Market Position: Challenger trying to disrupt traditional influencer marketing with predictive analytics - competing against incumbent platforms and established workflows

GTM Reality

Pipeline Sources:

• 60% Outbound - you're hunting into target account lists of enterprise brands with significant influencer budgets
• 30% Inbound - marketing generates some leads from content, events, industry buzz, but quality varies
• 10% Referrals - existing clients or network connections

SDR/AE Structure: Unclear if there's SDR support - at 89 people and hiring an "Enterprise Growth Director," you may be self-sourcing your pipeline

SE Support: Likely minimal - you're expected to demo the platform yourself, possibly with client services team support for deeper dives

Competitive Landscape

Main Competitors: Influencer platforms (AspireIQ, CreatorIQ, Grin, #paid), influencer agencies, large brands doing it in-house

How They Differentiate: Predictive performance analytics for creator selection vs. relying on follower counts, engagement rates, or brand manager gut feel

Common Objections: "We have agency relationships that work," "Our team knows our brand voice better than an algorithm," "Prove this works before we rip out our current process," "We tried an influencer platform before and it didn't stick"

Win Themes: Reducing wasted influencer spend, performance predictability, scaling what works, data-driven creator selection

What You'll Actually Do

Time Breakdown

Prospecting (35%) | Active Deals (40%) | Internal Coordination (25%)

Key Activities

• Outbound Prospecting: Building target account lists (brands spending $500K+ on influencer marketing), multi-threaded outreach to CMOs, VPs of Marketing, Influencer Marketing leads. Cold calling, LinkedIn, email sequences. Lots of "we're happy with our agency" brush-offs.
• Discovery & Qualification: Getting meetings, understanding their current influencer approach (agency? in-house? platform?), identifying pain (wasted spend, unpredictable results, can't scale, manual processes), figuring out budget and timeline
• Demo & Value Prop: Showing how Fohr's predictive data works, running sample analyses on their past campaigns, proving the algorithm can outperform their current creator selection. Handling skepticism about "trusting an algorithm."
• Proof of Value: Many deals require a pilot campaign to prove ROI before they'll commit to a platform license. You're coordinating these POVs with your client services team.
• Multi-Stakeholder Navigation: Influencer Marketing Manager loves it, but you need buy-in from VP Marketing, Brand team, maybe Legal (creator contracts), Finance (budget reallocation), IT/Ops (platform integration). Lots of internal selling.
• Negotiations & Closing: Navigating procurement, defending pricing, structuring contracts (annual platform fee + services), managing scope creep during negotiations
• Handoff: Transitioning closed deals to Client Services team while staying involved through first campaign to ensure smooth onboarding

The Honest Reality

What's Hard

• Selling behavior change, not just software: You're not selling a faster/cheaper version of what they do now. You're convincing them to trust data over instinct in creator selection. Many marketing teams resist this.
• Long, complex sales cycles: Enterprise deals with multiple stakeholders, pilots, procurement, legal reviews. Deals that look close in month 3 can slip to month 7.
• Self-sourced pipeline pressure: If there's no SDR team, you're doing all your own prospecting while managing active deals. It's a grind.
• Proving ROI before they buy: Many prospects want a pilot campaign to prove the platform works. You're coordinating POVs that take 6-8 weeks, and some still don't convert.
• Competitive market: Influencer marketing is hot, there are lots of platforms, and many brands already have vendor relationships or agency contracts. You're often displacing an incumbent.
• Educating the market: Not everyone understands what "predictive creator analytics" means. You're teaching the category while also selling your product.
• Internal coordination: You need Client Services team to run pilots and support demos, Product team for technical questions, CRO/leadership for deal strategy on big accounts. You're not operating solo.

What Success Looks Like

• Closing $1-1.5M in new ACV annually (likely 3-6 enterprise deals)
• Building a healthy pipeline with 4-5x coverage of quota
• Winning competitive displacements against incumbent platforms or agencies
• Pilots that convert to full platform deals at 60%+ rate
• Deals that expand post-sale (Client Services team grows them, but you set them up for success)

Who You're Selling To

Primary Buyers:

• VP/Director of Marketing (budget owner, strategic decision maker)
• Influencer Marketing Manager/Director (day-to-day champion, often your internal advocate)
• CMO (for larger deals or strategic shifts)
• Brand Marketing leads (for specific product line or division deals)

What They Care About:

• Measurable ROI from influencer spend (not just engagement, actual conversions and revenue)
• Reducing wasted budget on creators who don't perform
• Scaling influencer programs without hiring more headcount
• Looking smart to their boss/board by bringing data rigor to creator marketing
• Not blowing up what already works - they want proof before ripping out existing processes
• Platform being easy enough for their team to actually use (not shelfware)

Requirements

• 7-10+ years in B2B SaaS sales, preferably selling to marketing/brand teams
• Experience closing $100K+ ACV enterprise deals with 3-6 month sales cycles
• Track record of full-cycle selling - prospecting through close
• Understanding of digital marketing, influencer marketing, or martech landscape helpful
• Comfortable selling behavior change and new methodologies, not just feature/function
• Ability to manage complex, multi-stakeholder sales processes
• NYC-based (role appears to be in-office given the location callout)
• Self-starter who can build pipeline without heavy SDR support
• Willingness to roll up sleeves - this isn't a pure relationship/strategy role, you're doing the prospecting grind too