Head of Client Demand & Strategy

# Head of Client Demand & StrategyNicl · RemoteYou built demand generation inside a company and ideally carried a pipeline or revenue number. You know the work. What wore on you was everything around it: the approvals, the reporting theater, the quarter spent defending a plan instead of running one. Somewhere along the way you put AI at the front of your own work and saw how much of that machinery you no longer need. This role is the same craft in a different kind of company.Here you do it for five to seven companies at once, and part of the job is working out how the same seat carries twenty. Nicl is not a conventional firm, and this is not a conventional role: AI-native, remote first, four people, and nothing between you and the client but the work.You are the person their CMO or founder calls when they want to know where the next stage of pipeline growth will come from, and the one who already has the answer drafted. Senior individual contributor, working as a peer beside our client strategy and go-to-market engineering lanes, not above them and not beneath them.## Who Nicl isNicl is AI-native by design. We build scalable, AI-driven go-to-market systems inside B2B companies' own CRMs, and we run Nicl on the same systems we build for clients. Nobody here sells a method they do not work inside of every day.Every engagement does both of two things: generates more demand, and gets more out of the demand a client already has. Then we fill the gaps that stop them growing, one lane at a time, until the machine runs without us.The method has a name, Never Call a Cold Lead. We identify the companies already on a client's website, route outreach from that signal, and wrap accounts in awareness so every touch lands warm. No purchased lists, no cold TAM. Three tools - the client's CRM, Claude, and Swan, the AI go-to-market platform underneath the work. We are a certified Swan partner.Four people, remote first, with a home base in Denver. Small by design, and small enough that nobody is managing the work instead of doing it. That stays true while the client count grows.## What you get* A portfolio of good clients, each with a pipeline system we built running inside their CRM, and the strategic layer of every one of them as yours from the first day.* The build and the grind carried for you. A go-to-market engineering lane builds what you specify, and an agent layer runs the repetitive work, so your hours go to judgment, not plumbing.* No politics between you and the work. Pricing, terms, and expansion paper stay with the founder, who you report to and work beside daily.* Competitive base with a performance component tied to client outcomes.* You are the second person in this role at Nicl. The first built the way we run client strategy and carries a portfolio today; you join because the client count has outgrown one seat, and you carry your own from the start.## How you think (the part we cannot teach)**Pipeline, not MQLs.** MQL is a bad word here. When a client leads with lead volume, you move the conversation to qualified pipeline and what closes out of it, and you set the bar in those terms: new pipeline against their previous period, and a 20% close rate on that pipeline. If pipeline does not close at 20%, it is not pipeline yet, and the line moves downstream until it is. Reporting a vanity number is not progress. Moving a part of the go-to-market machine that leads to revenue is.**Build it, then talk about it.** A client, or anyone at Nicl, can react to something that exists far faster than to something described. So the recommendation shows up this week as a built thing in their system, rough enough to poke at, and the feedback makes it right. A document about the work waits for a meeting. The work does not.**Delegator and doer.** You write the requirement, the number, and how we will know it worked, then hand it to engineering or to an agent and let them decide method. When nobody is free and the client is waiting, you start it yourself and hand it over mid-stream. Neither mode is a demotion. The seat fails when it only does one of them.**Compounding returns.** The first time you grind it. The second time it is 80% automated. The third time, 95%. Every client problem you solve by hand is the spec for the asset that solves it for the next twenty, and the person doing the manual work is the only one who knows what that asset needs to be. That instinct is the difference between a seat that tops out at six clients and one that carries twenty.## What the job actually looks likeFive things, every week, across every client you carry. The examples under each happened in the last quarter.**Own the relationship and the expectations.** You are the client's first call and their calmest one. Every client hears from you at least every 48 hours whether or not they asked, and every message is acknowledged inside 24 hours even when the answer takes longer. Most early-engagement panic is a client not yet knowing what the system does; it lands on you, you say plainly what they will and will not get, and you stay the adult in the room.**Watch client health before it shows up in the numbers.** Who on their side is still in the channel, who stopped replying, whether the executive who signed is still the executive who shows up. You read that weekly and act on it before the quarterly call, because a sponsor who has drifted is a renewal you have already lost.**Name where the next stage of growth comes from.** You see where a client's pipeline actually comes from and where it should come from next, and you say it before they ask. You push when their growth warrants it: scope the next motion, say plainly what it will and will not generate. You hold the width when they ask for four workstreams at once: one lane at a time, and you lead with the arithmetic of time before you lead with price. You step back when the honest read says maintain, and maintain means maintain, not change.**Find the problems in the builds, yours and everyone else's.** You read the configuration the way a client never will, and you test in the open, in their channel, where they can watch the ones that fail. A client asked us to review one trade-show outreach sequence; while reviewing it you notice their 1,100-contact senior-title pool has no grade filter and walks straight past the gate they built. You flag it and ship the fix in the same message. In one client's HubSpot, 34,425 of 58,294 contacts created in a year (59.1%) had no first-engagement timestamp. The finding is worthless without the move: put the SLA clock on the lead, not on the deal.**Roll what you learn into Nicl OS.** Nothing stays in one client's channel. That trade-show review became two reusable components at account level that carry to every event they run, and the one they wrote is untouched. Every fix, finding, and playbook gets written into the operating system the rest of Nicl works from, so the twentieth client gets the first nineteen for free.## How we know it is workingNew pipeline generated per client, measured against their own previous period. On one client's first 90 days that meant 72 deals, more than double the prior 90 days, and a little under $145,000 in pipeline, counting only what the system touched. The second measure is how fast a client sees something live in their own Slack, because internal progress is not progress.## Where you have been* You understand how a lead becomes a meeting, a meeting becomes pipeline, and pipeline becomes revenue, and you can work at both altitudes: the field-level mechanics of one account and the quarter-level shape of a whole motion. You have owned that end to end, as the accountable person for a pipeline, demand, or revenue number inside an operating company, and you can tell us where it started, where it ended, and what you did.* You own demand generation strategy because you have run the tactics. Paid, social, events, email, outbound: you have built and run your own campaigns in enough of them to know from the inside which lever moves pipeline for a given company and which one produces noise. Strategy from someone who has never run a campaign is a guess.* You have done this in more than one company, or for more than one client at a time. Every company's growth problem is different, and this seat carries five to seven of them at once. One playbook from one company is not enough.* You believe AI changes how this work gets done, and you have a point of view on how. Not an answer; a stance, with the appetite to learn and the curiosity to revise what you thought you knew. Fluency in Claude and Swan inside 30 days is the expectation, and we surround you with what you need to get there.Not required, and we lean in when we see it:* You have owned an SDR or BDR team.* Agency or fractional client work on top of your in-house years.* Depth in HubSpot or Salesforce.## LogisticsContract to start. Competitive base with a performance component tied to client outcomes. Remote, live from 8am to noon Mountain, because that is when our clients are in their CRMs and in their Slack.## How to applyOne paragraph, no cover letter: the pipeline or revenue number you were held to, where it started, where it ended, over what period, and the two or three things you did that moved it. Use the form below, or send it to View email address on click.appcast.io with the subject line \"Head of Client Demand & Strategy, Your Name\". #J-18808-Ljbffr