Fractional Lead GTM Engineer, Enterprise
- Compensation
- Not disclosed
- Location
- San Francisco; Gurgaon
- Work setup
- Not specified
- Seniority
- Lead
- Employment
- Not specified
- Experience
- 6+ years
- Category
- Sales
- Posted
Skills
Must have
- You think like a seller and build like an engineer. This role needs three skills that rarely live in the same senior person, and you need all of them.
- GTM judgment: you understand how large organizations actually make decisions: who has influence beyond the org chart, what makes a senior executive take a meeting, and when an account needs a direct p
- Copywriting: you write with the precision senior executives expect. You can turn pages of research into one sharp observation, shift the message as it moves across a buying committee, and frame a part
- Building: you know the modern GTM stack well and can bring enrichment, intent, CRM, and AI together into something that runs reliably, account after account.
- Enterprise deals stall in predictable places: the wrong account, a single contact, a message that sounds like every other vendor. You know how to avoid all three.
- You can point to pipeline you generated, not activity you logged. You're patient without being slow, AI is already part of how you work, and you thrive with high autonomy.
- Deep expertise in one industry is as valuable as range across many. Prior fractional, advisory, or consulting experience is a plus.
- 6 to 15 years in outbound, growth, GTM engineering, RevOps, or demand generation, with significant time selling into enterprise.
- Deep understanding of how enterprise buying works: committees, procurement, security reviews, and how a champion sells internally.
- A track record of choosing the right enterprise accounts and opening them, reaching several people on the buying committee rather than one.
- You write outbound copy yourself and can point to executive-level campaigns that drove replies and meetings.
- Experience creating ways in beyond a direct pitch, and building the advisor, partner, or customer networks behind warm introductions.
- Hands-on experience building account intelligence and outbound systems yourself, including at least one stood up from zero with numbers to show for it.
Full description
Compensation: No equity
SalesMonk wants senior GTM engineers who build and own outbound into enterprise accounts,
across a range of companies and markets. You decide which accounts to go after, get in front of the people who matter, and own the pipeline that comes out of it.
This is fractional by design. In enterprise, the edge is judgment: reading what a company actually cares about, finding the angle that gets a senior executive to engage, and knowing when a direct pitch isn't the right way in. SalesMonk's internal team supports you along the way.
What you'll own (the 4 pillars)Pick the accounts that matter: You choose the accounts worth pursuing, work out who really shapes the decision, and read the moments that put an account in play: a new leader, a new initiative, a line in an earnings call. Get the account and the timing right, and everything after it gets easier.
Sell directly, and write it well: You run research-led outreach to the people who shape the decision, from the executive who owns the budget to the champion who will carry it internally. Each message speaks to what that person actually cares about, not to what you're selling. You know when to ask for a meeting and when to offer something useful first.
Open doors another way: Some enterprise accounts won't respond to a pitch, however good it is. For those, you lead with something worth their time: a design partner seat, an advisory role, a research briefing on a problem they care about, or a partnership with clear upside for both sides. You build the advisor, partner, and customer relationships that make warm introductions possible, and you make sure every door you open leads back to a real sales conversation.
Turn research into a system: Enterprise outbound depends on knowing more about an account than anyone else reaching out to it. You build the system that makes that possible at scale: maps of who matters in each account, live signals, the relationship paths into it, and AI that does the research before every email, call, or meeting.
What we're looking for
You think like a seller and build like an engineer. This role needs three skills that rarely live in the
same senior person, and you need all of them.
GTM judgment: you understand how large organizations actually make decisions: who has influence beyond the org chart, what makes a senior executive take a meeting, and when an account needs a direct pitch versus a different way in.
Copywriting: you write with the precision senior executives expect. You can turn pages of research into one sharp observation, shift the message as it moves across a buying committee, and frame a partnership or advisory invitation so it reads as an opportunity, not a pitch.