Creating a marketing tech-stack, process & automated workflow that supports long-cycle enterprise partnerships across banking, aggregators, and global channel partners
Enterprise deals in our business are fundamentally different from our SMB side of business. These deals involve banking partners, large accounting firms, ecommerce aggregators, and global channel partners. Those are organizations that making decision slowly, evaluate deeply, and prioritize compliance, trust, and infrastructure reliability above everything else. In our case, a typical cycle can span eight months or longer, and nearly all opportunities originate from BD leaders’ relationships, not from inbound marketing or cold outreach (so demand generation and UA campaign don't really fit).
Before I stepped in, marketing’s role in the enterprise cycle was minimal. (My primary target was to aid SMB channel) There was no enterprise-facing website and barely any content, (no cohesive narrative for our enterprise API capability value propositions) no structured ABM structure, and no system to keep high-value prospects (buying committee) engaged during the months between BD touchpoints rather than cold record on SFDC.
BD had to rely solely on their own networks and manually curated materials, and marketing assets designed for SMB audiences were misaligned with the expectations of enterprise decision-makers.
The challenge was clear. Enterprise BD needed an infrastructure that could support the weight and duration of a long-cycle, trust-driven partnership motion.
Enterprise prospects evaluate us through a fundamentally different lens. They expect clear evidence of compliance, global licensing coverage, security architecture, and API reliability.
The narrative needs to reflect enterprise-grade credibility, and the entire customer experience. From website content to pitch deck to ABM ad and follow ups. All the messaging must present a unified story about the company’s capability, stability, and trustworthiness.
The internal systems and process were equally fragmented.
BD tracked deals in SFDC as SMB team (Later I onboarded Pipedrive for enterprise BD team); marketing operated in HubSpot which doesn't work well for ABM (we switch to Zoominfo Marketing OS and later change to 6Sense); the product CRM was homegrown and lacked direct integration with BD CRM, but lucky I am able to use make.com and zapier to connect the dots.
Another item is that enterprise activity was isolated from the broader marketing infrastructure, which meant that BD had no signal intelligence layered into their long-cycle outreach and marketing had no visibility into enterprise prospect behavior. These constraints required building not a set of assets, but an integrated infrastructure that aligned enterprise messaging, content, ABM, CRM systems, and BD workflows into a coherent motion. The diagram below essentially how I manager the marketing influence and touch points towards enterprise customer.
So the foundation of the ABM strategy began with building a standalone enterprise-facing materials which separate from the SMB experience and designed around the priorities of high-value partners. New site, new deck, new adcopy, new processes.
Everything from tone to structure to proof points was reworked to match enterprise expectations, creating a digital presence tailored specifically to the audience BD was engaging. To ensure consistency between what prospects saw online and what BD presented in person, we collaborated with design, product marketing, and content teams to create a brand new website and a modular enterprise pitch deck.
The deck mirrored the website’s narrative structure: a core company story, a flexible middle section tailored to different verticals, and a BD-personalized closing layer. This modularity allowed BD leaders to mix and match content depending on whether they were speaking to a bank, an accounting firm, an aggregator, or a channel partner, while still ensuring that the overarching message remained consistent and enterprise-grade.
Once the narrative system was in place, I came in and connected it to the new marketing infrastructure (automation, CRM and other tech-stack). Every enterprise inquiry which come from website automatically vetted, and logged to Pipedrive and became part of our ABM campaign retargeting audience through audience syncing on LinkedIn, enabling persistent, always-on impression-level engagement.
I want to make sure all Enterprise decision-makers (entire buying committe) to see our brand repeatedly through different channel (high expression frequency) during the long gaps between BD conversations, and ABM served as the connective tissue that kept our brand and capability in their consideration set. To reinforce this, the new enterprise website was integrated directly with Linkedin campaign, and Pipedrive so that any form submissions or engagements were attributed to the correct account, and ZoomInfo’s visitor intelligence illuminated which target companies were actively browsing our enterprise content.
BD leaders receive weekly intelligence reports from my automated zaiper automation through Slack and email, giving them insight into which accounts were warming, which verticals were responding, and what timing might be optimal for the next outreach. The system didn’t replace BD’s relationship-driven approach. It amplified it.
Marketing became part of the deal cycle, not by generating leads, but by shaping perception, reinforcing trust, and providing the infrastructure that nurtures enterprise prospects over months, not days.
A successful ABM strategy required tight alignment across teams who typically operated separately. BD guided vertical focus, deal patterns, and the nuances of partner expectations.
Product marketing shaped the technical narrative around API integration, compliance readiness, and infrastructure reliability. Design ensured that every element. From website to deck to ABM creatives—reflected a consistent visual and narrative identity.
Engineering supported the integration between Webflow, Pipedrive, and ZoomInfo, creating a feedback system BD could depend on.The collaboration created a unified model where BD’s relationship expertise and marketing’s system design worked in concert.
Instead of BD improvising materials or messaging, every touchpoint aligned with a broader architecture designed specifically for enterprise credibility.
Enterprise deals do not follow linear funnels, nor do they respond to traditional paid marketing tactics. They evolve through trust, credibility, and reinforcement over time.
By building an enterprise ABM and BD infrastructure engine, we created an environment where BD leaders could operate with stronger materials, better intelligence, and a marketing system that supported their relationship-driven work.
The project reframed what marketing means for enterprise GTM.
It demonstrated that marketing’s role is not merely to generate demand but to build the systems, narratives, and infrastructure that enable long-cycle, high-stakes partnerships to progress with clarity and confidence.This engine now serves as the backbone for how the company approaches enterprise partnerships. Consistent, scalable, and aligned with the way large organizations actually evaluate fintech providers.
