Senior Director, Awareness to Revenue

About this role

Senior Director, Awareness to Revenue A2R Value Stream Owner / Awareness to Revenue Value Stream

About the role The Senior Director, Awareness to Revenue serves as the A2R Value Stream Owner in Blackbaud’s operating model, owning the end-to-end flow that converts market demand into recognized revenue across five connected motions: Demand to Lead, Lead Qualification, Seller, Pricing & Packaging, and Closed Revenue. Operating within a SAFe agile environment, this leader is accountable for the health and performance of the A2R stream as a system, defining the strategy, roadmap, and priorities that improve how work flows across the value stream. 

This role does not manage the individual motions — the motions are run by their teams, guided by Experience Managers who own each motion’s feature backlog. Instead, it ensures the motions work together effectively by determining what work enters the stream, how it is sequenced, and where investments and improvements will have the greatest impact. 

Shared Accountability for Revenue Performance. The revenue number is a shared objective, owned jointly with the Chief Commercial Officer and Chief Financial Officer , who sponsor the stream. They own the operational KPIs; this role owns the leading indicators that shift them — yield, conversion at each handoff, flow time — and is accountable for identifying and moving the right levers. When the number misses, the Chief Commercial Officer answers for whether we pursued the right demand at the right price; the Chief Financial Officer answers for whether the economics and controls held; and this role answers for whether the stream converted the demand it was given at the rate a healthy system should. None of the three can hit the number without the others. 

A connected leadership model. This role is deliberately paired with the  GTM Transformation Leader , a peer role reporting to the Chief Commercial Officer that owns the future state of Sales and Marketing and the AI-native business case behind it. The pairing works on one rule: the Transformation Leader writes the requirements; this role writes the sequence. The Transformation Leader role is currently open and being filled deliberately. AI-native redesign is the primary lever for improving the speed, effectiveness, and economics of the end-to-end revenue process.

What You’ll Do  Own the Flow  • Own the stream’s improvement strategy and roadmap, including the outcomes to advance and the sequence of changes needed to achieve them. 

• Own the demand model from initial interest through closed revenue, including stage definitions, conversion points, and handoffs across the five motions. 

• Own the stream’s business data taxonomy, including funnel stages, campaign naming, and attribution, so performance can be measured consistently across underlying systems and within the enterprise data architecture. 

• Identify and remove structural bottlenecks across the end-to-end revenue process, addressing points where demand stalls, leaks, or requires manual intervention. 

Lead AI-Native Redesign as the Primary Lever  • Redesign workflows using AI-native approaches, including agents, orchestration, automation, and human oversight, across the five motions. Partner across business, technology, and AI teams to identify scalable solutions that improve efficiency, increase adoption, and drive measurable business outcomes. 

• Guide initiatives from proof of concept through enterprise deployment, measuring success through adoption and business value, not deployment alone. 

• Set autonomy levels and human-oversight standards for the stream’s agentic workflows, applying the enterprise standards established by Data & AI Governance and deciding within them. 

Own Intake, Portfolio & Governance  • Serve as the single point of intake for work entering the A2R stream: single-team work routes to the motion’s Experience Manager feature backlog; cross-cutting work enters the stream backlog this role owns. 

• Chair the stream’s Business Owner group as its prioritization forum on the PI (Program Increment) cadence and carry the stream’s investment case into Investment Management (EPM), jointly with the business sponsors. 

• Build governance into the flow through approval gates and appropriate risk, security, and compliance controls, particularly when outputs influence spending or pipeline decisions. 

Measure and Improve  • Own the stream’s yield metrics, including conversion at each motion handoff, flow time, cost to convert, forecast accuracy, quote-to-cash cycle time, and revenue recognition quality. 

• Develop Experience Management as one team across the five motions — deep functional expertise without motion silos. 

• Partner with the Solution Train Engineer and Release Train Engineer, who own delivery cadence and execution health — the “how” to this role’s “what.” 

How You’ll Lead and Make Decisions This role will lead decisions related to: • Stream backlog priorities and sequencing, including cross – motion trade-offs. 

• Funnel and taxonomy standards. 

• Autonomy and human-oversight standards for agentic workflows within established enterprise policies. 

• Flow metric definitions and performance targets. 

This role will partner with others on: • EPM funding decisions and PI objectives, in partnership with the Business Owner group. 

• Trade-offs between functional asks and flow capacity, in partnership with the GTM Transformation Leader. 

• Technical feasibility standards, in partnership with Solution Architecture. 

Other leaders and teams will continue to own: • Motion-level feature backlog priorities, owned by Experience Managers. 

• Story-level team backlogs, owned by Experience Owners. 

• Commercial strategy, owned by the Chief Commercial Officer. 

• Pricing and revenue-recognition rules, owned by the Chief Financial Officer. 

• Delivery cadence mechanics, owned by the Solution Train Engineer and Release Train Engineer. 

• Enterprise AI policy. This ro

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