Senior Manager, Account-Based Marketing (ABM)

At Archive , we believe great products should live many lives. We build the technology that powers branded resale for some of the world’s most beloved companies, including Lululemon, The North Face, New Balance, Dr. Martens, Peloton, and 50+ others. Our platform makes it easy for brands to keep products in circulation and for customers to shop secondhand with confidence. The secondhand market is growing three times faster than traditional retail and is projected to reach $350B globally by 2028. We’re building the infrastructure behind that shift, helping brands turn resale into a meaningful part of their business and helping consumers rethink how they shop. If you’re excited to change consumer behavior for the better, we’d love to meet you. About the Role We're looking for a Sr. Manager of Account-Based Marketing to own how Archive gets in front of the brands we want to work with, and to build the system that engineers that outcome at the account level, not just the individual outreach level. This isn't a broad-funnel ABM role. Our current TAM is roughly 300 named brands across apparel, footwear, children's bikes, and kitchen supplies. There is no "tier 3, spray-and-pray" segment here. Every account matters, every buying committee is knowable, and the job is to be the sharpest, best-informed presence in the room before an AE ever gets on the phone. Precision, brand craft, and creativity are what win at Archive. That's where you come in. This is a role for someone who can map an entire buying committee at a target brand, know who owns the customer acquisition number, who owns the brand and full-price growth, who evaluates operational lift, and where sustainability sits in the decision. Responsibilities Own the number. You'll carry the account-based marketing target; meetings held and opportunities created across our named account list, forecast it accurately, and report progress account by account, not just in aggregate. You'll also own the leading indicators that predict those outcomes; how deep we've penetrated each buying committee, and whether our core business case is actually landing in the accounts we're working. Own the account universe. ~300 target accounts, segmented by brand type and firmographics, each defined buying committee (CFO & CMO as economic buyer and strategic sponsor; VP Ecomm; Ops & Sustainability as influencers and technical evaluators) and a play built for that specific group. Priority accounts get 1:1 orchestration; mid-tier gets 1:few cluster plays; the long tail gets scaled-but-still-personal sequencing. Every account is AE-owned, so tight, constant coordination with the sales team is critical. Monitor signals, don't wait for them. This is the core shift from a traditional demand-gen motion: you're watching for buying signals at both the account and individual-stakeholder level; champion changing jobs, a new CMO or CFO appointment, public commentary on rising customer acquisition costs, a competitor's contracting renewing, a competitor launching resale. You decide when an account is ready to be worked and by which channel, rather than running the same cadence on every account regardless of readiness. Orchestrate multi-channel, not single-channel. Email, LinkedIn, paid social, direct mail, events, and warm-intro plays all need to work together per account, sequenced around the signal and the stakeholder- not run as parallel, disconnected campaigns. You'll design and manage the automation and tooling that sequences these consistently, while making the individual judgment calls on tone, timing, and channel mix that automation can't. Write, and direct AI to write, outbound that earns a reply. BASHOs, ghostwritten executive outreach, sequences, campaign copy. Some of this you'll write yourself; increasingly, you'll be directing AI tools to generate first drafts and message variants across a buying committee at scale, then editing and approving for brand voice, accuracy, a