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.