Within Booking Holdings, an enhanced and more connected B2B business is being built within Booking Holdings consolidating the businesses of Booking.com, Priceline and Agoda into a single global division ("New B2B Business") About the role A build role that owns the entire acquisition funnel for the named universe – from top-of-funnel demand generation to the deepest 1:1 account plays – weighted toward ABM depth. You run one tiered account-based motion: 1:1 & 1:few (ABM) where the value is, and a capped 1:many (Lead Gen) engine over the tail of the same named list. The art of the role is allocating finite team capacity across tiers – protecting 1:1 depth (the deep committee deals fund the whole program) while running an efficient 1:many engine. Player-coach: with a two-person team you personally carry the top 3–5 marquee accounts. Expect roughly 60% leadership / 40% own book; the discipline is protecting the leadership half when your own accounts heat up. What you will do * Own the target universe and the full funnel: tier the named list with BD; decide 1:1, 1:few, or 1:many treatment; set goals, capacity allocation across tiers (~70% toward ABM), and operating rhythm. * Run a capped 1:many Lead Gen engine over the tail – templated, archetype-segmented campaigns built with the shared Marketing Ops Specialist, routed cleanly to BD – deliberately bounded so it cannot crowd out the deep work. * Carry the marquee accounts yourself (player-coach); co-own named accounts with BD; guide committee mapping; own the multi-product narrative and land-and-expand path. * Direct bespoke content and exec engagement; build the playbook; define and own account-level and funnel measurement with MarOps/RevOps; lead and grow the team; sell the program internally. What you will need (required) * 6+ years in B2B marketing and/or sales, with 3+ years in ABM or named-account field marketing. * Full-funnel range – you can run both deep 1:1 ABM and scaled 1:many demand generation against a named list, with the judgment to allocate finite capacity (purely high-volume demand gen with no account depth is not the profile). * Player-coach appetite; demonstrated BD partnership; buying-committee fluency; multi-product selling; account + funnel measurement literacy; CRM/MAP fluency; people leadership; comfort building from scratch. Nice to have * Travel/fintech/loyalty/marketplace or partnership-led experience; ABM-platform exposure; self-serve funnels; ITSMA/ABM certification; new-function or post-merger experience. Why 70/30 (best-practice rationale) At the leadership level, 70/30 keeps the function’s identity anchored in depth: the committee deals carry the revenue and are the fragile, hard-to-rebuild capability, while the scaled engine is a controlled feeder rather than a competing P&L. Capping Lead Gen at ~30% of team capacity lets one Marketing Ops Specialist and a bounded automation motion serve the tail without pulling strategists off marquee accounts. Recommended default when the strategic named list is the primary prize. How we will measure success Primary (70%): committee engagement depth, joint account plans adopted, exec milestones, pipeline influenced, multi-product expansion, and deal velocity on strategic accounts. Secondary (30%): qualified pipeline and meetings from the capped 1:many tier, funnel conversion, and graduation of warming tail accounts. Plus team growth and playbook quality.

Within Booking Holdings, an enhanced and more connected B2B business is being built within Booking Holdings consolidating the businesses of Booking.com, Priceline and Agoda into a single global division ("New B2B Business") About the role A build role that owns the entire acquisition funnel for the named universe – from top-of-funnel demand generation to the deepest 1:1 account plays – weighted toward ABM depth. You run one tiered account-based motion: 1:1 & 1:few (ABM) where the value is, and a capped 1:many (Lead Gen) engine over the tail of the same named list. The art of the role is allocating finite team capacity across tiers – protecting 1:1 depth (the deep committee deals fund the whole program) while running an efficient 1:many engine. Player-coach: with a two-person team you personally carry the top 3–5 marquee accounts. Expect roughly 60% leadership / 40% own book; the discipline is protecting the leadership half when your own accounts heat up. What you will do * Own the target universe and the full funnel: tier the named list with BD; decide 1:1, 1:few, or 1:many treatment; set goals, capacity allocation across tiers (~70% toward ABM), and operating rhythm. * Run a capped 1:many Lead Gen engine over the tail – templated, archetype-segmented campaigns built with the shared Marketing Ops Specialist, routed cleanly to BD – deliberately bounded so it cannot crowd out the deep work. * Carry the marquee accounts yourself (player-coach); co-own named accounts with BD; guide committee mapping; own the multi-product narrative and land-and-expand path. * Direct bespoke content and exec engagement; build the playbook; define and own account-level and funnel measurement with MarOps/RevOps; lead and grow the team; sell the program internally. What you will need (required) * 6+ years in B2B marketing and/or sales, with 3+ years in ABM or named-account field marketing. * Full-funnel range – you can run both deep 1:1 ABM and scaled 1:many demand generation against a named list, with the judgment to allocate finite capacity (purely high-volume demand gen with no account depth is not the profile). * Player-coach appetite; demonstrated BD partnership; buying-committee fluency; multi-product selling; account + funnel measurement literacy; CRM/MAP fluency; people leadership; comfort building from scratch. Nice to have * Travel/fintech/loyalty/marketplace or partnership-led experience; ABM-platform exposure; self-serve funnels; ITSMA/ABM certification; new-function or post-merger experience. Why 70/30 (best-practice rationale) At the leadership level, 70/30 keeps the function’s identity anchored in depth: the committee deals carry the revenue and are the fragile, hard-to-rebuild capability, while the scaled engine is a controlled feeder rather than a competing P&L. Capping Lead Gen at ~30% of team capacity lets one Marketing Ops Specialist and a bounded automation motion serve the tail without pulling strategists off marquee accounts. Recommended default when the strategic named list is the primary prize. How we will measure success Primary (70%): committee engagement depth, joint account plans adopted, exec milestones, pipeline influenced, multi-product expansion, and deal velocity on strategic accounts. Secondary (30%): qualified pipeline and meetings from the capped 1:many tier, funnel conversion, and graduation of warming tail accounts. Plus team growth and playbook quality.

Within Booking Holdings, an enhanced and more connected B2B business is being built within Booking Holdings consolidating the businesses of Booking.com, Priceline and Agoda into a single global division ("New B2B Business") About the role A build role that owns the entire acquisition funnel for the named universe – from top-of-funnel demand generation to the deepest 1:1 account plays – weighted toward ABM depth. You run one tiered account-based motion: 1:1 & 1:few (ABM) where the value is, and a capped 1:many (Lead Gen) engine over the tail of the same named list. The art of the role is allocating finite team capacity across tiers – protecting 1:1 depth (the deep committee deals fund the whole program) while running an efficient 1:many engine. Player-coach: with a two-person team you personally carry the top 3–5 marquee accounts. Expect roughly 60% leadership / 40% own book; the discipline is protecting the leadership half when your own accounts heat up. What you will do * Own the target universe and the full funnel: tier the named list with BD; decide 1:1, 1:few, or 1:many treatment; set goals, capacity allocation across tiers (~70% toward ABM), and operating rhythm. * Run a capped 1:many Lead Gen engine over the tail – templated, archetype-segmented campaigns built with the shared Marketing Ops Specialist, routed cleanly to BD – deliberately bounded so it cannot crowd out the deep work. * Carry the marquee accounts yourself (player-coach); co-own named accounts with BD; guide committee mapping; own the multi-product narrative and land-and-expand path. * Direct bespoke content and exec engagement; build the playbook; define and own account-level and funnel measurement with MarOps/RevOps; lead and grow the team; sell the program internally. What you will need (required) * 6+ years in B2B marketing and/or sales, with 3+ years in ABM or named-account field marketing. * Full-funnel range – you can run both deep 1:1 ABM and scaled 1:many demand generation against a named list, with the judgment to allocate finite capacity (purely high-volume demand gen with no account depth is not the profile). * Player-coach appetite; demonstrated BD partnership; buying-committee fluency; multi-product selling; account + funnel measurement literacy; CRM/MAP fluency; people leadership; comfort building from scratch. Nice to have * Travel/fintech/loyalty/marketplace or partnership-led experience; ABM-platform exposure; self-serve funnels; ITSMA/ABM certification; new-function or post-merger experience. Why 70/30 (best-practice rationale) At the leadership level, 70/30 keeps the function’s identity anchored in depth: the committee deals carry the revenue and are the fragile, hard-to-rebuild capability, while the scaled engine is a controlled feeder rather than a competing P&L. Capping Lead Gen at ~30% of team capacity lets one Marketing Ops Specialist and a bounded automation motion serve the tail without pulling strategists off marquee accounts. Recommended default when the strategic named list is the primary prize. How we will measure success Primary (70%): committee engagement depth, joint account plans adopted, exec milestones, pipeline influenced, multi-product expansion, and deal velocity on strategic accounts. Secondary (30%): qualified pipeline and meetings from the capped 1:many tier, funnel conversion, and graduation of warming tail accounts. Plus team growth and playbook quality.

Within Booking Holdings, an enhanced and more connected B2B business is being built within Booking Holdings consolidating the businesses of Booking.com, Priceline and Agoda into a single global division ("New B2B Business") Your center of gravity is deep 1:1 / 1:few ABM on your strategic accounts – that is the majority of your time and where the value is. Alongside it you carry a capped, automation-led 1:many (Lead Gen) responsibility across the tail of your archetype: templated, segment-level campaigns that open accounts and book first meetings for BD. The deep work comes first; the 1:many tier is deliberately bounded so it cannot crowd out the committee-level plays. This is not a high-volume MQL-factory role. What you will do: * Research & target your accounts and form a point of view on which product leads and how the relationship expands. * Run a capped 1:many motion over your tail. Templated, segment-level Lead Gen campaigns (built with the shared Marketing Ops Specialist) to open accounts and book BD meetings – and spot when a warming account should graduate into your 1:few tier. Kept deliberately bounded. * Map the buying committee, design the account plays, and create & adapt bespoke assets for your strategic accounts. * Partner with BD/Sales; run and optimize campaigns in the marketing automation platform; own your measurement layer. What you will need (required): * 4+ years in B2B marketing, with 2+ years in ABM, strategic-account, or field marketing. * Account-research and buying-committee-mapping skill – you can build an account dossier and a stakeholder map and turn them into a plan. * Multi-channel campaign orchestration – multi-touch, multi-stakeholder campaigns (email, LinkedIn, events, direct). * Ability to sell a portfolio, not a single product – comfortable matching the right product to a buyer and articulating an expansion path. * Strong BD/Sales partnership instincts; comfortable working without direct authority. * CRM + MAP fluency – a major CRM (e.g., Salesforce) and a marketing automation platform (Pardot / Marketing Cloud Account Engagement, HubSpot, or Marketo). * Data-literate – comfortable defining KPIs and reading dashboards. Strong writing and executive communication. Long-cycle patience and ownership. Nice to have: * Travel, travel-tech, fintech/payments, loyalty, marketplaces, or B2B2C / partnership-led experience. * Exposure to intent-data / ABM platforms (6sense, Demandbase, ZoomInfo, Bombora). Event-based engagement (exec dinners, roundtables). ABM certification (ITSMA or equivalent). * Self-serve / PLG onboarding funnels, affiliate/partner-network programs (CJ), or SDR/BDR collaboration. SQL/BI comfort is a plus but not required. How we will measure success: Primary (70%): buying-committee engagement depth, pipeline influenced, multi-product expansion, deal velocity, and BD-reported influence on strategic accounts. Secondary (30%): qualified leads/meetings generated from the capped 1:many tier and graduation of warming tail accounts into 1:few.