GTM Orchestration Director

At NiCE, we don’t limit our challenges. We challenge our limits. Always. We’re ambitious. We’re game changers. And we play to win. We set the highest standards and execute beyond them. And if you’re like us, we can offer you the ultimate career opportunity that will light a fire within you.So, what’s the role all about?The NiCE GTM Orchestration Director is a senior cross-functional leader responsible for orchestrating end-to-end alignment across product, marketing, sales, pre-sales, enablement, customer success, professional services, and competitive intelligence. This role exists to solve a systemic organizational gap: while many disciplines contribute to bringing products to market, no unified mechanism currently ensures those disciplines operate cohesively — resulting in fragmented messaging, incomplete enablement, poor feedback loops, and suboptimal field execution.The GTM Orchestration Director acts as the central integrator and forcing function, ensuring that all elements required to successfully commercialize a product are connected, complete, and effectively delivered to the field.This role is chartered to:Establish a repeatable, scalable GTM orchestration model across the organizationEliminate disconnects across functional silosEnsure the field is fully enabled, informed, and competitiveCreate closed-loop feedback mechanisms from field execution back into product and marketingIncrease revenue productivity, competitive win rates, and product adoptionThis role serves as the arbiter in the middle — ensuring the organization is not merely producing outputs (products, decks, events), but delivering cohesive, consumable, and actionable GTM packages to sellers.Key ResponsibilitiesCross-Functional GTM OrchestrationLead alignment across all revenue-impacting functions, including:Product & R&DProduct Marketing, Field Marketing, and Partner MarketingSales & Pre-SalesEnablementCustomer Success and Professional ServicesValue Realization / ROI teamsCompetitive IntelligenceEnsure all disciplines contribute to a complete A-to-Z GTM motion — not isolated deliverables — and create and enforce a structured process for bringing products to market, from innovation through field execution.Product Commercialization OwnershipFor assigned product(s) or portfolio streams, own:Definition and validation of the value propositionDevelopment of clear, differentiated positioningDelivery of complete GTM packages, including messaging, sales narratives, competitive positioning, enablement materials, and customer-facing collateralEnsuring that sellers receive everything required to effectively sell a solution — not partial or fragmented inputsField Enablement and Execution ReadinessEnsure that:Sales teams understand the when, why, and how to sell each productPre-sales teams are equipped with technical depth and demo capabilitiesEnablement programs are aligned and relevant to real-world selling scenariosProactively identify opportunities to sharpen field knowledge, clarify messaging, strengthen technical support, and deepen competitive positioning. Drive accountability to ensure sales teams are always equipped with the enablement they need to perform at their best.Competitive Intelligence IntegrationPartner with competitive intelligence teams to:Continuously monitor key competitors, including emerging AI-first players and platform competitorsTranslate insights into actionable frontline guidanceRapidly propagate competitive changes into messaging, enablement, and field marketing narrativesEquip sellers to respond to real-time competitive pressuresFeed field-identified competitive gaps back into product and marketingFeedback Loop Creation and SystemizationEstablish formal mechanisms for:Capturing field insights — wins, losses, objections, and execution gapsFeeding those insights into product development, marketing strategy, and messagingBuilding scalable, repeatable systems to capture and propagate field learnings across the organizationPropagating learnings consistently across the organizationOrganizational Influence and Change LeadershipAct as a senior cross-functional change agentDrive alignment across teams with different KPIs, goals, and incentivesChallenge and improve outputs from any function when necessary — messaging, content, positioningApply executive-level influence to drive accountability, break down silos, and enforce standardsServe as a single-threaded owner for GTM effectiveness across assigned domainsPortfolio Ownership (GTM Streams)Own a defined set of products or solution areasScale responsibility based on strategic importance, market complexity, and revenue impactBalance depth vs. breadth across high-priority growth areas and the broader product portfolioOperating ModelAuthority: Significant cross-functional influence across the organizationOrientation: Operates horizontally across the organization, not vertically within a single teamFunction: Acts as the heliostat controller — aligning all functional mirrors toward