Director of Growth & Strategic Partnerships

We are looking for a Sales Director

Reports to: President & CEO

Location: Remote (USA), with regular travel to local advisor firms and national industry events Compensation: Base + uncapped commission + founding-team stock options

Why this role exists

Our Company sells to financial advisors — the people who carry a book of households in their head and lose sleep over what they might have forgotten. We are not a CRM. A CRM waits for someone to type. Our company closes the loop: workflows and agents that capture every client commitment before, during, and after the meeting, assign it, and see that it gets done. One hub, one login, one place an advisor checks from bed on Monday morning.

We spent five months in advisors offices before we wrote a line of it. The product is live, customers have been onboarding since August, and every advisor who retires makes this market bigger. This is not a deck and a promise. What's missing is one person who gets in front of advisors week after week and turns those conversations into signed, referenceable customers.

The job, in two phases

Phase one — you sell. You carry the number. You source your own pipeline, run your own discovery, build the deck you want to use, and close the first cohort of firms. No marketing engine, no SDR queue, no inbound to coast on — not until the revenue you bring in pays for them. If that sentence gets you out of your chair, keep reading.

Phase two — you build. Once the motion is repeatable, you hire and lead the team that scales it: BDRs, setters, closers, and whatever comes next. You own the playbook, the training, the accountability. Getting to phase two is in the job description, not a promotion you wait for. How fast you get there is up to you.

Who you sell to

Wealth management and RIA firms — opening target, 100 advisors or fewer. Three people inside each one, three different problems. Reading the room is most of the skill in this job.

• Junior advisor (25–45), running someone else's book. Your champion and daily operator, usually the way in. Not buying efficiency. Buying standing.
• Mid-career advisor (45–55), hit their stride, controls the budget. Your economic buyer. Buying the right to choose growth or time instead of letting the calendar choose for them.
• Exiting advisor (55–65), three to ten years from selling the book. Your sponsor, and the source of your deadline. Buying transferability.

Engage all three and deals move fast. Cold to sold in a single call is not unusual here.

What you own

• National pipeline from scratch: outbound, network, referrals, centers of influence, custodians, broker-dealers, conferences.
• The full cycle: first meeting to pilot, pilot to paid, paid to reference — then hand the account to Operations and go straight back out. Hunter, not farmer. We protect that on purpose.
• The proof points. Case data, the diligence packet, the headcount-avoided model — claims we owe the market and don't have yet. You're in the room where they get built, and you're the one who tells us whether they land.
• The forecast. Honest numbers, weekly, including the ones the CEO won't like.
• Voice of the customer. Objections, table stakes, the feature that keeps killing deals — you carry it back to the roadmap.

How we measure you

KPIs are how this role is run, and how you make the case for the team you eventually build. Targets are set with you at the leadership table and revisited every quarter.

Weekly scorecard, we run on EOS.

Quarterly: cumulative advisors against plan · demo-to-pilot and pilot-to-paid conversion · cycle length and average contract value · retention on the advisors you signed · forecast accuracy — calling it right counts as much as calling it big.

What we're looking for

Direct sales in fintech or financial advisory, and relationships you can start dialing on day one.

• Seven or more years selling B2B software, personally carrying and hitting a number — not managing people who did.
• You've sold into wealth management, RIAs, broker-dealers or insurance, and can hold your own on how an advisory practice makes money.
• Early-stage instincts. You've sold before the category was obvious, before the case studies, before marketing worked.
• Genuinely outbound. Blank list to full pipeline, and you're not embarrassed to pick up the phone.
• Comfortable when the champion, the budget holder and the sponsor are three different people. And willing to travel — this industry still buys in person.
• You can sell without the word AI. Our buyers respond to follow-through, capacity, key-person risk, transferability. They flinch at agentic and revolutionize. Lead every pitch with the technology and this won't be a fit.

What this role is not

• Not a management job you grow into without selling first. The team follows the revenue.
• Not a seat with an inherited pipeline or a playbook. You're writing those.
• Not a title-only Director. You are the face of Our Company to the market, and the CEO is in the deals with you until you tell him he isn't needed.