WKT EOS Role Scorecard - Head of Demand
Date Updated: March 2026
Functional Role: Head of Demand
Level: Vice President / Department Lead
Reports To: President & COO
Direct Reports:
Brand & Creative
Content Marketing & SEO
Performance Marketing
Events & Industry Presence
Channel & Partner Marketing
Company Website
RevOps Enablement Manager
Note on reporting relationship: The Head of Demand is a peer function to the Head of Revenue. Both report to the President & COO. Demand fills the funnel; Revenue converts it. Neither function reports to the other. This peer relationship is the structural resolution to the historical Marketing-into-Sales conflict.
Purpose of the Role
The Head of Demand owns everything that creates awareness, intent, and inbound pipeline for WKT's revenue functions: B2B Content Sales, Channel & Reseller Development, Institutional Sales, Government & Public Affairs, and Direct B2C. This seat is accountable for building and executing the marketing system: brand authority across WKT's publisher brands (Danatec, Fleet Safety, WKT), demand generation that creates qualified pipeline, performance marketing across paid channels, content that converts, channel and partner marketing enablement, and the digital presence that makes WKT credible to every buyer segment it serves. The Head of Demand also governs the RevOps Enablement sub-function including the data, automation, and intelligence layer that connects Demand and Revenue into one unified pipeline view. Without a functioning RevOps Enablement capability, the Head of Demand is operating without the feedback loop that makes demand generation improvable.
Key Accountabilities
Own demand generation strategy aligned to WKT's revenue targets, creating qualified pipeline across B2B Content Sales, Channel & Reseller, Institutional, Government, and Direct B2C segments
Own brand standards, creative output, and digital presence across all WKT publisher brands (Danatec, Fleet Safety, WKT) ensuring consistency and professional quality at every touchpoint
Own performance marketing across paid channels and manage the $150-200K/month paid media budget across Google, Meta, LinkedIn, and other platforms with clear accountability for CAC, ROAS, and campaign performance
Own content strategy, SEO, and digital authority including driving organic traffic, building brand credibility, and producing campaign copy, sales collateral, and landing pages that convert
Own the company website and storefront digital experience including conversion performance, merchandising quality, and ongoing optimization across all storefronts
Own Events & Industry Presence by representing WKT at industry events and ensuring brand visibility in the regulated-sector markets it serves
Own channel and partner marketing including partner co-marketing campaigns, reseller marketing enablement, and the marketing support that helps channel partners generate demand on WKT's behalf
Own institutional and government sector marketing including positioning WKT credibly with associations, credentialing bodies, and government and regulatory buyers in coordination with Institutional Sales and Government & Public Affairs
Own Direct B2C demand generation and conversion including driving individual learner traffic and revenue through WKT's direct-to-consumer storefronts
Govern the RevOps Enablement sub-function (CRM hygiene, marketing automation, lead scoring and nurture, pipeline reporting, customer lifecycle data, and market intelligence) as the connective tissue between Demand and Revenue
Coordinate with the Head of Revenue on lead quality standards, pipeline handoff SLAs, and shared revenue metrics
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Owns pipeline contribution and lead quality but not impressions, clicks, or campaign activity. When marketing-sourced pipeline falls short, names the root cause clearly and brings a revised approach. Holds the Demand team to the same standard: brand consistency, campaign deadlines, and RevOps data hygiene are commitments, not aspirations.
We are Curious
Stays genuinely engaged with how WKT's buyer segments discover, evaluate, and decide, and uses that curiosity to improve campaign targeting, content strategy, and conversion performance. Brings market intelligence from the demand side into the broader revenue conversation rather than operating in a marketing silo.
We are Driven
Maintains demand generation momentum and brand discipline through the full quarter, not just at campaign launch. Does the RevOps Enablement work (CRM hygiene, lead scoring, lifecycle tracking) with the same rigour as the visible marketing campaigns, because without it the pipeline data is unreliable.
We are Nimble
Adjusts campaign strategy, channel mix, and content focus quickly based on pipeline data and revenue feedback without abandoning the brand standards and process discipline that make demand generation consistent. Distinguishes between a genuine market signal that warrants a strategy shift and a short-term request that should be queued and scoped properly.
We are Relationship-focused
Builds a genuinely collaborative working relationship with the Head of Revenue by sharing pipeline data openly, holding honest conversations about lead quality, and treating the Demand-Revenue interface as a shared system rather than a handoff boundary. Invests in the development of the Demand team across its diverse disciplines.
GWC - Seat-Specific Descriptors
Gets It
The Head of Demand understands that their job is not to run marketing campaigns; it is to create qualified pipeline across every revenue motion WKT runs, including B2C. They get the distinction between marketing activity and demand generation results, and they hold themselves accountable to the number, not the effort. They understand that the RevOps Enablement sub-function is not a back-office technology task; it is the feedback loop that makes every marketing decision improvable, and that governing it well is a core accountability of this seat. They understand WKT's multi-brand complexity: Danatec, Fleet Safety, and WKT are distinct brand identities serving different buyer segments, and the Head of Demand must hold brand discipline across all of them simultaneously. They get that channel and partner marketing is not a support function; it is a demand generation motion in its own right, and that without marketing enablement, signed partners underperform. They also get that the peer relationship with the Head of Revenue is structural, not hierarchical, and that the quality of that working relationship directly determines whether the revenue system functions as designed. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat requires genuine appetite for the full breadth of the demand function: not just the brand and creative work, or the campaign strategy, but the RevOps Enablement governance, the performance marketing budget accountability, the B2C storefront conversion discipline, the channel partner enablement work, and the sometimes uncomfortable pipeline quality conversations with the Head of Revenue. The person who truly wants this role is energized by the system, by the feedback loop between what marketing generates and what sales converts, and by the ongoing work of making that loop tighter and more reliable across every segment WKT serves. They must want to manage a $150-200K/month paid media budget with genuine data discipline, not just spend it. They must want to govern the RevOps Enablement function with the same care they bring to brand and content, because without it the Demand function is running blind. The less visible, less rewarding parts of this seat (CRM hygiene oversight, lead routing SLA management, partner co-marketing coordination, data integrity) must be things this person actively owns, not delegates and ignores.
Capacity to Do It
The Head of Demand must be able to lead a multi-discipline function including brand and creative, content and SEO, performance marketing, events, web and storefront, channel and partner marketing, and RevOps Enablement simultaneously, without losing quality or strategic coherence across any of them. This requires both marketing leadership depth and the analytical range to govern performance marketing spend, read pipeline data, and make RevOps decisions. The paid media budget alone ($150-200K/month) requires the financial accountability and data discipline of a senior commercial leader, not just a marketing manager. WKT's 1-year goal to align sales and marketing strategy and structure to achieve Reach results signals that this function is in an active-build phase. Capacity here includes the ability to build a functioning demand system including the RevOps Enablement capability while simultaneously maintaining brand quality and pipeline output across all segments including B2C.
Weekly Measurables
Measurable
Green
Yellow
Red
Marketing-sourced pipeline value (value of qualified pipeline created by Demand this week, rolling quarter cumulative vs. target)
At or above plan
10–20% below plan
>20% below plan
Lead-to-SQL conversion rate (% of marketing-generated leads converting to Sales Qualified Leads, tracked weekly as a rolling average)
At or above baseline
5–10% below baseline
>10% below baseline
Quarterly Output Targets
Target
Green
Yellow
Red
Paid media performance (ROAS or CAC proxy against quarterly targets across all channels)
At or above target
10–20% below target
>20% below target
RevOps Enablement health (CRM completeness score, lead routing SLA compliance, and pipeline reporting on-time rate, composite measure)
All green
1 metric yellow
Any metric red
Brand consistency score (internal QA across Danatec, Fleet Safety, and WKT touchpoints, quarterly audit)
No material gaps
1–2 minor inconsistencies
Material brand inconsistency identified
Rocks
Quarterly Rocks for this seat are set at Annual and Quarterly Planning sessions and tracked weekly in the L10 Scorecard.
Rock
Owner
Due Date
Status
[Q Rock 1: linked to sales and marketing alignment reset]
Head of Demand
[Date]
On Track / Off Track
[Q Rock 2]
Head of Demand
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own pipeline contribution and lead quality, not campaign activity, as their primary metric?
We are Curious
Does this person use buyer behaviour data, market signals, and revenue feedback to continuously improve demand generation strategy?
We are Driven
Does this person maintain demand system discipline including RevOps Enablement governance with the same rigour as brand and campaign work?
We are Nimble
Does this person adjust channel mix, content focus, and campaign strategy quickly based on pipeline data without abandoning brand and process discipline?
We are Relationship-focused
Does this person build a genuinely collaborative working relationship with the Head of Revenue, holding honest pipeline quality conversations and treating the interface as a shared system?
Gets It
Does this person understand that their job is to create qualified pipeline across all segments including B2C, and that RevOps Enablement governance is core to that accountability, not a technology side task?
Wants It
Does this person actively want the full breadth of this seat including paid media budget accountability, B2C conversion ownership, channel partner enablement, RevOps governance, and the pipeline quality conversations with Revenue?
Capacity to Do It
Does this person have the marketing leadership depth, analytical range, and budget discipline to lead a multi-discipline demand function at WKT's current complexity and growth stage?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
#
Task
Frequency
Delegable?
1
Lead weekly Demand team standup and campaign review
Weekly
No
2
Report marketing pipeline metrics at leadership L10
Weekly
No
3
Review paid media performance and budget pacing across all channels
Weekly
No
4
Conduct 1:1s with direct reports across all Demand sub-functions
Weekly / Bi-weekly
No
5
Coordinate with Head of Revenue on lead quality and pipeline handoff SLA
Weekly
No
6
Govern RevOps Enablement (CRM hygiene, lead routing, lifecycle data)
Weekly
Partially
7
Review SEO performance, organic traffic, and content pipeline
Weekly
Partially
8
Maintain brand standards across Danatec, Fleet Safety, and WKT touchpoints
Ongoing
Partially
9
Manage the company website and storefront conversion performance
Ongoing
Partially
10
Own events and industry presence planning and execution
Ongoing
Partially
11
Manage paid media agency or in-house team and budget allocation
Ongoing
No
12
Own channel and partner co-marketing campaigns and reseller marketing enablement
Ongoing
Partially
13
Own institutional and government sector marketing support in coordination with Institutional Sales and Government & Public Affairs
Ongoing
Partially
14
Own Direct B2C demand generation and storefront conversion performance
Ongoing
Partially
15
Build and update quarterly demand generation plan and budget
Quarterly
Partially
16
Conduct quarterly People Analyzer conversations with direct reports
Quarterly
No
17
Set and own quarterly Rocks for the Demand function
Quarterly
No
18
Produce market intelligence reports for leadership and revenue team
Quarterly
Partially
We Know Training Inc. EOS Role Scorecard: Head of Demand