Hire B2B demand generation marketers
who own the pipeline number.
A dedicated specialist who plans demand generation as a sales-cycle-length problem, not a monthly lead-count problem: account targeting, LinkedIn-led execution, and a working definition of a sales-qualified lead agreed with your sales team before a single campaign launches. Vetted on real pipeline outcomes before they ever see yours, working inside your CRM and stand-ups, and scaling monthly without a hiring cycle. You interview the specialist who'd actually own your pipeline number before anything is signed.
Interview before signing · First working session inside 14 days · Scale monthly
Tell us about the role
Start Your Enquiry
Send a short brief; an itemised proposal follows within 48 hours.
Hiring a B2B demand generation marketer through PixelCrayons gets you a vetted pipeline specialist inside your team within 14 days. They plan demand generation around your actual sales cycle: account and persona targeting, LinkedIn-led execution across organic and paid, webinars and intent data worked as channels rather than one-off tactics. They sit down with your sales team early to agree what counts as a sales-qualified lead before reporting starts. Attribution holds across a cycle that can run months, not days, in your CRM, with a named project manager and a weekly review in Prism behind them. You interview the actual person first, scale the engagement monthly, and skip the recruiting cycle and its carrying risk. 21 yrs of marketing delivery stand behind the bench.
Judge the record,
not the adjectives.
Outcomes tied to real engagements, not averages.
Rates for brands and companies buying for themselves.
Pipeline skills,
not lead-volume theatre.
Not a channel operator counting form fills. A demand generation manager whose job is the number sales actually cares about: qualified pipeline, defined jointly, tracked across a cycle that doesn't close in a week.
Pipeline strategy
- ABM program design: tiered account lists and buying-committee mapping
- ICP and persona definition, refined against which deals actually close
- Multi-touch attribution across a six-to-eighteen-month buying cycle
- Full-funnel planning from first touch to closed-won, not top-of-funnel volume alone
- Segment and territory prioritisation matched to sales capacity
B2B channel execution
- LinkedIn organic: thought leadership, employee advocacy, founder-led posting
- LinkedIn paid: Sponsored Content, ABM audience targeting, conversation ads
- Webinars and events run as a recurring channel, not a one-off calendar item
- Intent-data-driven outreach sequencing, coordinated with sales rather than run around them
- Nurture built for a buying committee: multiple stakeholders, not one inbox
The commercial layer
- SQL definitions agreed with sales before a campaign launches, not after a dispute
- Lead-to-opportunity handoff documented and owned jointly with the sales team
- Pipeline-contribution forecasting with its assumptions stated, not hidden
- Reporting that separates real pipeline from lead volume that never converts
- Budget moved toward what sales closes, away from what merely reports well
What pipeline ownership
looks like on a Tuesday.
Less campaign launching than you might expect, and more time with your sales team and your CRM.
A week inside the pipeline
A typical week starts in the CRM, not the ad account. The marketer checks which target accounts moved stage, which new contacts came from the ABM list, and which leads sales rejected and why. Midweek goes on the programme itself: refreshing LinkedIn creative for a tier of accounts, preparing the next webinar, adjusting outreach sequences with the SDR team. By Friday there is a written note on what moved and what stalled. If most of their week goes on building new campaigns and none on reading what sales did with the last batch, the priorities are backwards.
How to spot a strong candidate
Ask them to walk you through a deal they influenced, from first touch to closed-won. A strong demand generation marketer can name the account, the buying committee roles they targeted, and where the deal nearly stalled. Then ask what they would stop doing in your current programme after a week of reading your CRM. Good candidates ask about your sales cycle, who signs off on a purchase and how sales currently scores leads before they answer. Be wary of anyone who leads with cost per lead or form-fill volume as their proudest result. That is the metric this role exists to move past.
What a bad brief produces
The most common failure is a brief that says "more leads" with no agreed definition of a good one. The marketer hits the number, sales ignores the leads, and before long both teams have stopped trusting the dashboard. The second failure is a target account list nobody in sales signed off, so marketing warms up accounts that reps never call. The third is expecting closed pipeline in the first month of a long sales cycle. Brief on the accounts you want, the pipeline stage you care about, and who in sales will sit in the weekly review.
Have these ready before day one
Give the marketer read access to your CRM with full deal history, not just the marketing fields, because closed-lost reasons are where the ICP work starts. Share your current target account list, even if it is rough, and your last few won and lost deals with notes. Name one sales leader who will agree the SQL definition and turn up to the review. Arrange admin access to LinkedIn Campaign Manager, your marketing automation platform and any intent data tool you already pay for. And decide in advance who approves spend changes, so tests do not wait a week for a signature.
Brief to embedded,
in two weeks.
Brief & shortlist
You describe the ICP, the sales cycle and the current gap between marketing and sales; we propose the specialist whose actual pipeline-delivery history fits it. No generic CVs.
Interview them
You meet the real specialist who'd run the ABM programme, not an account manager reciting funnel metrics on their behalf. Put any pipeline question to them; if the fit isn't right, we propose another specialist.
Inside your CRM
CRM and campaign tools connected, SQL definitions discussed with your sales team, your stand-ups joined. Your first pipeline working session happens inside fourteen days of the NDA, not a full quarter of onboarding later.
Scale either way
Add a second specialist when pipeline targets grow; step down when they don't. Each month the engagement can be resized, giving you demand gen capacity with no hiring decision attached.
Requests, approvals and the weekly review for this engagement live in your Prism workspace. Each decision is recorded against the outcome it expected. See how Prism runs an engagement →
Meet the actual people before anything is signed
The person,
plus the system.
Hire B2B marketer talent on your own and you get their skills. Hire through a delivery organisation and you get their skills inside a structure that keeps working when life happens.
Vetted on pipeline outcomes, not puzzles
Every specialist on the bench has run demand generation before yours. That work ran under our own reporting standards before joining a client engagement. That work is reviewed weekly, held to the same sales-alignment bar you'll see. Interview performance shows how someone talks about ABM; a pipeline number sales actually agreed with shows whether they can run it.
A second specialist briefed on the ICP from day one
Around your demand gen lead sit a named project manager, an escalation path and a named second pipeline specialist. Briefed on your engagement from day one, ICP and SQL definitions included. If the first specialist takes leave or moves on, the second steps in without a ramp-up: things a lone freelancer can't offer and an in-house hire needs a whole team behind them to get. You get the specialist and the coverage that keeps the pipeline moving.
Team integration, not a portal
Your CRM, your stand-ups, your project tools, your email domain if you want it. Dedicated means embedded in how you and your sales team already work, not campaigns handed over a wall with no feedback loop.
Sales alignment you can audit
SQL definitions on record, a weekly review in Prism tied to pipeline stage rather than form-fill count, and forecasting that states its assumptions instead of hiding them. If sales ever questions what marketing is sending them, the paper trail answers before we do.
How you typically hire,
versus through us.
An in-house hire earns its cost once pipeline ownership is a permanent, full-time function reporting into your own leadership, and we'll say so plainly if that's where you are. Most B2B teams need less than that to start.
| Hiring it yourself | Through PixelCrayons | |
|---|---|---|
| Time to a working specialist | A full recruiting cycle: sourcing, interviews, notice periods, then a learning curve on your sales cycle | Inside 14 days of a signed NDA, interview included |
| Vetting | A resume and an interview; you find out whether the pipeline number holds once sales starts asking questions | Pipeline-delivery history on real engagements under our own standards, reviewed weekly |
| SQL definition & sales alignment | Assumed, then argued about once the first batch of leads reaches sales | Agreed with your sales team in week one, before a campaign launches |
| Management overhead | Yours entirely: recruiting, then negotiating SQL definitions with sales yourself | A named PM and escalation path included; you direct the pipeline priorities, not the admin around them |
| Scaling | A new hiring cycle each direction: months up, severance down | Resize monthly: add a specialist or step down with a conversation |
A pipeline problem, treated as a pipeline problem.
A B2B SaaS platform came to us with most of its qualified leads arriving through paid channels and outbound, and organic contributing almost nothing to pipeline. The programme was measured against traffic and pipeline together, not rankings on their own. The full write-up keeps the numbers, the elapsed time, and where this approach does and doesn't transfer.
Read the SaaS case study →Frequently
asked.
A written proposal with roles, rates and availability arrives within 48 hours of the brief and the shortlist follows within days; you interview the specialist the same week, with a real ABM programme they've run open to review under NDA on request, and the first working session inside your CRM happens within 14 days of a signed NDA. If your marketing and sales teams don't yet agree on what a qualified lead is, common in longer B2B cycles, expect the first fortnight to prioritise that definition before campaigns scale.
NDA first, then CRM and campaign-tool access. They review your current ICP and lead scoring, write up what they found, and run a working session with your sales team on SQL definitions before the first month's priorities are agreed. They join your stand-ups from week one, so onboarding happens inside your process, not parallel to it.
Weekly, written, tied to pipeline stage: what ran, what moved from marketing-qualified to sales-qualified, what's being tested, and what moves next, with lead volume shown alongside pipeline contribution so the difference between the two never gets papered over. Monthly, the channel and budget mix is reviewed with its reasoning documented. Agencies running a demand gen specialist on client pipelines get the same report in their own templates.
A single demand generation specialist covers ICP work, LinkedIn-led execution and sales alignment comfortably for most B2B teams. An ABM specialist or a webinar and events lead joins when account count or pipeline targets genuinely justify it, and the monthly resize runs both directions. We'd rather start you with one pipeline owner than sell you an ABM pod your account list doesn't need yet.
Say so, early. Proposing a different pipeline specialist is part of how the model works, not an uncomfortable exception. The replacement inherits the documentation the first specialist kept (ICP notes, SQL definitions, campaign history), so a switch costs days, not a restart. And if the conclusion is that you need a different shape of help entirely, a project, not a person, we'll route you there instead. The proposal names the second demand gen specialist who already knows your ICP, and states whether that cover sits inside the monthly rate.
Interview the person,
not the pitch deck.
Brief us on the ICP, the sales cycle and the gap between marketing and sales, get a written proposal within 48 hours and a shortlist within days, and meet the actual specialist before anything is signed. If what you really need turns out to be a project rather than a person, we'll say so on the first call.
Proposal in 48 hours · Interview before signing · Scale monthly
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