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 organization Eliminate disconnects across functional silos Ensure the field is fully enabled, informed, and competitive Create closed-loop feedback mechanisms from field execution back into product and marketing Increase revenue productivity, competitive win rates, and product adoption This 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 Responsibilities Cross-Functional GTM Orchestration Lead alignment across all revenue-impacting functions, including: Product & R&D Product Marketing, Field Marketing, and Partner Marketing Sales & Pre-Sales Enablement Customer Success and Professional Services Value Realization / ROI teams Competitive Intelligence Ensure 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 Ownership For assigned product(s) or portfolio streams, own: Definition and validation of the value proposition Development of clear, differentiated positioning Delivery of complete GTM packages, including messaging, sales narratives, competitive positioning, enablement materials, and customer-facing collateral Ensuring that sellers receive everything required to effectively sell a solution — not partial or fragmented inputs Field Enablement and Execution Readiness Ensure that: Sales teams understand the when, why, and how to sell each product Pre-sales teams are equipped with technical depth and demo capabilities Enablement programs are aligned and relevant to real-world selling scenarios Proactively 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 Integration Partner with competitive intelligence teams to: Continuously monitor key competitors, including emerging AI-first players and platform competitors Translate insights into actionable frontline guidance Rapidly propagate competitive changes into messaging, enablement, and field marketing narratives Equip sellers to respond to real-time competitive pressures Feed field-identified competitive gaps back into product and marketing Feedback Loop Creation and Systemization Establish formal mechanisms for: Capturing field insights — wins, losses, objections, and execution gaps Feeding those insights into product development, marketing strategy, and messaging Building scalable, repeatable systems to capture and propagate field learnings across the organization Propagating learnings consistently across the organization Organizational Influence and Change Leadership Act as a senior cross-functional change agent Drive alignment across teams with different KPIs, goals, and incentives Challenge and improve outputs from any function when necessary — messaging, content, positioning Apply executive-level influence to drive accountability, break down silos, and enforce standards Serve as a single-threaded owner for GTM effectiveness across assigned domains Portfolio Ownership (GTM Streams) Own a defined set of products or solution areas Scale responsibility based on strategic importance, market complexity, and revenue impact Balance depth vs. breadth across high-priority growth areas and the broader product portfolio Operating Model Authority: Significant cross-functional influence across the organization Orientation: Operates horizontally across the organization, not vertically within a single team Function: Acts as the heliostat controller — aligning all functional mirrors toward a single output: successful field execution and revenue generation Key Success Metrics Increased sales productivity and win rates Improved field readiness and adoption of new products Reduced time-to-market for new capabilities Higher consistency and quality of GTM messaging Measurable improvements in competitive positioning effectiveness Strong, repeatable feedback loops influencing product and strategy Ideal Candidate Profile Experience Senior executive with deep experience across multiple disciplines: Sales, Marketing, Product, Pre-Sales Strong operational and strategic acumen across complex, matrixed organizations Track record of building GTM systems and processes in dynamic, high-growth environments Capabilities