Demand Generation Lead

Demand Generation Lead | Fynapse

Team: Marketing

Reports to: Global Head of Marketing

Location: London (hybrid)

Travel: Regular travel internationally, including our US and Australia sales offices

Level: Individual contributor

WHY THIS ROLE EXISTS

Fynapse is an AI-native Finance ERP built around a Super Ledger. Enterprise finance is a complex, multi-stakeholder sale, often triggered by a compelling event: a close that has stopped scaling, a regulatory deadline, a legacy platform reaching end of life, an IPO or an AI mandate.

Winning in this market comes from knowing which accounts are in a buying window and reaching the whole committee with something worth their time. That makes demand generation an account discipline first.

Today, much of our pipeline comes from events, executive thought leadership and long-standing partner relationships. The opportunity is to turn that into a repeatable account-based demand engine the sales team can plan around, across new logos and our existing enterprise base, in North America, UK & Ireland and Australia & New Zealand.

WHAT WE NEED
This is an account-based demand generation role, with real ownership. You’ll be an individual contributor, but a leader in how demand gets done: setting the direction, bringing Sales and Marketing around a clear plan, and then getting into the detail to build, launch, optimise and scale the programmes yourself.

We need someone who can turn our brand, point of view and sales motion into pipeline: building demand across named accounts with Sales, generating qualified demand across the wider market, and building the digital engine that makes both scalable and repeatable.

This is not a strategy-only role. You will own the plan and execute against it: deciding where to focus, building the campaigns and journeys, working directly with Sales, testing channels, reviewing performance and continuously improving what converts.

This is a zero-to-one role: the programme, the channel mix and the measurement model are yours to build. You will be measured on qualified pipeline created and progressed.

WHAT YOU’LL OWN

Account-based pipeline

• Own the ABM strategy. Agree target accounts and tiers with Sales, then run programmes at the right depth for each.

• Multi-thread by design. Reach the buying committee (CFO, Group Financial Controller, Finance Transformation Director, Chief Accounting Officer, Finance Systems Manager, CTO) with the specific pain each of them will fund a fix for.

• Use intent, technographic and trigger data to decide where to spend. Prioritise accounts showing a compelling event: an ERP migration, a regulatory deadline, an acquisition, a finance function outgrowing its systems.

• Tailor to vertical and region. Banking, Insurance, Payments, SaaS and Telcos each carry different pressures, and North America, UK & Ireland and Australia do not buy the same way. The core narrative stays consistent; proof points, events and compliance hooks should fit the market.

Integrated campaigns

• Design and execute integrated campaigns across digital, events, content and partners that engage our ICP and create measurable opportunities.

• Build on the positioning set with Product Marketing and turn it into programmes with a clear account list, a sales play and agreed follow-up. Every campaign ships with the BDR and AE motion that converts it.

• Make events work harder. Executive roundtables are a major pipeline source today. Own the targeting before the event and the conversion after it.

• Pilot and scale new tactics, including AI, data and emerging channels, on an evidenced test-learn-iterate basis. Stop what does not convert.

Digital demand and content

• Own the digital engine: SEO, paid, social and web conversion, built to reach finance leaders in target accounts.

• Drive content strategy and execution with the Comms and Content Lead, so thought leadership, industry points of view and executive voice build a digital footprint that finance buyers find and trust.

Pipeline health and sales alignment

• Own marketing’s contribution to pipeline, from first engagement to opportunity, in close partnership with Sales and RevOps. Proactively manage progression across funnel stages.

• Agree lead and account definitions, handoff criteria and SLAs with Sales, then hold both sides to them.

• Supply the messaging and account context behind BDR sequences, so outreach carries the relevance of the campaign behind it.

• Run a regular pipeline review with Sales leadership: what was created, what progressed, what stalled and why.

Measurement and insight

Build the reporting in Salesforce and Marketo that shows sourced and influenced pipeline by account, channel, campaign and region, with attribution the sales team trusts.

Diagnose rather than assume. Use stage conversion, win/loss, call intelligence and account engagement data to find where the funnel leaks, then fix that.

Optimise for return. Use pipeline performance, stage conversion, cost per opportunity and account engagement data to understand what is working, move budget and effort accordingly, and feed those insights back into Sales, Product Marketing and Product.

Build the function

• Be pragmatic about tooling. We run Salesforce, Marketo and an account intelligence, enrichment and sales engagement stack. Get real value out of what we already have before adding more, and be resourceful, including with AI.

• Build it to scale. Playbooks, briefs and a campaign calendar that work in three regions without you in every meeting.

HOW YOU’LL WORK

We want a hands-on operator inside the pipeline conversation: someone Sales leaders pull into account planning because they make the plan better, and someone who helps shape where Marketing focuses to create pipeline.

• Shape the demand agenda. Partner closely with the Head of Marketing to set demand generation priorities, focus the team on the opportunities most likely to create pipeline, and bring a strong point of view on where we should invest time and budget.

• Co-create. Build account plans and campaigns with the AEs and BDRs who will run them. Much of the job is finding what already converts, improving it, and making it repeatable.

• Stay hands-on. This is an execution role as much as a strategic one. You will personally build, launch, optimise and scale programmes, rather than simply setting direction for others to deliver.

• Focus. A few programmes run properly beat a crowded calendar. Prioritising ruthlessly, and stopping activity that is not converting, is part of the job.

• Bring the pieces together. Brand, content and comms, partner marketing and marketing ops all feed demand. You will work across those functions to turn the demand strategy into joined-up programmes, without owning or managing those teams.

Across three regions. Our sales teams sit in the US, UK and Australia, so this must work across time zones. Design programmes that hold up without you in the room: shared playbooks, clear briefs, a calendar each region can plan around. Travel matters. Events, roundtables and account planning work best in person.

WHERE THIS ROLE GROWS

Two things to grow into once the engine is running:

• Partner-sourced demand. As the partner motion matures, build co-marketing programmes with Partner Marketing and our advisory, implementation and reseller partners that reach accounts we would not reach alone.

• Broader scope. As the engine proves its return, a bigger say in where marketing investment goes and what capability we build next.