As 2023 quickly approaches, leaders at four New York companies are hungry to innovate, expand their customer bases and smash revenue goals — and they need exceptional go-to-market teams to get it done.
Bolstered by burgeoning business growth in a range of dynamic industries, spanning education to finance, these companies are dreaming up ambitious go-to-market goals for the year ahead.
The featured leaders know that the secret to maintaining their companies’ success is hiring talented marketing, sales and customer success professionals who build strong client relationships and clearly convey the potential of their unique products and services. They are searching for candidates who take initiative, own projects and show enthusiasm for their company’s mission.
Built In New York connected with go-to-market leaders at Multiverse, Addepar, Flourish and Narmi to learn more about how to land a spot on their growing, enterprising teams.
Multiverse, which hosts a platform for professional apprenticeship positions, is on a mission to extend career opportunities to people without college degrees. Mae Rogers, regional director of the U.S. go-to-market team, is looking for candidates who demonstrate passion for the company’s mission along with a desire to develop their career paths.
What character traits should a successful candidate have to land a spot on your team?
The Multiverse U.S. sales team has the incredible opportunity to partner with world-class companies to solve critical business challenges, while simultaneously building a more equitable workforce across the country.
We believe that a successful candidate has the desire to be inspired and develop. As such, we look for individuals who want to supercharge their careers, with a genuine passion for Multiverse’s mission.
Our go-to-market strategy is led by Jeremy Duggan, Multiverse president, and Steve McCluskey, vice president of go-to-market — both legendary sales leaders who have impressive track records taking four previous tech companies to billion-dollar valuations.
Paul Thelen, U.S. vice president of sales, joined us in August from Nutanix, where he took his team from $6 million to $250 million in revenue. These are all inspirational leaders who are committed to hiring and developing top talent at Multiverse.
What’s the biggest priority for your go-to-market teams in 2023, and why is it important?
Our biggest priorities are scaling and developing our team in order to achieve our ambitious U.S. revenue goals for fiscal year 2024. This won’t be possible without exceptional teammates ramping up quickly and capitalizing on the incredible opportunities in front of us.
The need in the U.S. market is clear. Our initial clients include Verizon, Visa, Cisco and many more, and 60 percent of our clients expanded their programs with Multiverse within six months of launching.
The green space is vast, so those joining us now have a huge market to attack. Inspiring leadership, data-driven development and training from our unrivaled enablement team means having all the support needed to ramp up quickly and smash quotas.
Joining Multiverse means you have the opportunity to learn from the best and experience exponential growth.”
How would you describe your team culture in a single word, and why?
It’s difficult to describe the team culture in one word, but if I had to choose, I’d say “ambitious.”
Everyone who joins us is deeply committed to Multiverse’s mission. Ultimately, it’s up to the sales team to ensure that we’re creating opportunities at Fortune 500 companies to build a diverse group of future leaders. Everyone is incredibly motivated to make this happen.
The team’s ambitions also extend to their own careers. Joining Multiverse means you have the opportunity to learn from the best and experience exponential growth. While being highly ambitious, every individual is also hugely supportive of one another. At Multiverse, we truly win as a team.
Senior Sales Director Hunter Flynn says that teams nurture a special, trust-based culture at Addepar, a software and data platform for investment portfolios. As the fintech company’s go-to-market team continues improving value and client success in 2023, leaders are seeking salespeople who take ownership of decisions and outcomes.
What’s one character trait that a successful candidate should have to land a spot on your team?
Ownership mindset. There are a lot of traits and skills that make people successful in sales, but people who have an ownership mindset are the people who thrive here. It’s the core of our values as an organization and the key to success.
We hold people to high standards, but nothing is more important than having a team of empowered individuals to make decisions and drive outcomes.
Constantly pushing ourselves and finding new and better ways to drive value and client success helps elevate Addepar.”
What’s the biggest priority for your go-to-market teams in 2023, and why is it important?
Thinking big. We’ve seen tremendous success, and it is easy to continue doing the same thing, but our clients and prospective clients demand innovation and new ways of doing things.
When you think big, you challenge yourself to think differently. Constantly pushing ourselves and finding new and better ways to drive value and client success helps elevate Addepar.
How would you describe your team culture in a single word, and why?
Trust. We’re a very hard-working and collaborative team. That said, being trustworthy is the most critical element that helps drive our success.
You must believe that your teammates, leaders and extended team hold the same standards, passion and drive as you do, while genuinely caring about the team. Addepar has a special culture that we continue to grow.
Throughout the past year, fintech company Narmi launched a business account opening platform to help community banks and credit unions win business deposits. Senior Product Marketing Manager Audrey Song is searching for entrepreneurial, empathetic go-to-market team members to continue building demand for this product.
What’s one character trait that a successful candidate should have to land a spot on your team?
An entrepreneurial mindset. Product marketers at Narmi get to wear a lot of hats. We work on a number of go-to-market initiatives from messaging to sales enablement and customer marketing.
It’s motivating to have an ever-changing breadth of impact on the company, but it also requires a good entrepreneurial attitude to be successful here. Entrepreneurial means that one is able to pivot when necessary, problem solve and ultimately take radical ownership.
It’s an empathetic approach that ultimately helps us establish a genuine connection with colleagues, unearth pain points and keeps us motivated to creatively solve problems.”
What’s the biggest priority for your go-to-market teams in 2023, and why is it important?
Over the last year, Narmi built a business account opening platform from the ground up to help community financial institutions win business deposits. An important priority going into 2023 on the product marketing side is to continue to build demand and momentum for this product.
For community financial institutions, business account opening as it stands today is often a very manual process that relies on in-person interactions. Narmi has built an entirely digital solution that dramatically improves the account opening user experience for community financial institutions and the businesses they serve.
It’s new territory, and it has the potential to change the game for banks and credit unions in helping them penetrate the business market.
How would you describe your team culture in a single word, and why?
Empathic. Product marketing is by nature a very cross-functional role. At Narmi, product marketers are constantly interfacing with various internal teams and also getting the opportunity to interact directly with financial institution prospects and customers.
It’s an empathetic approach that ultimately helps us establish a genuine connection with colleagues, unearth pain points and keeps us motivated to creatively solve problems.
At Flourish, a financial products platform, President Ben Cruikshank says that teammates shrug off the status quo in favor of collaboration and efficiency, all while staying humble and quirky. Due to recent rises in federal interest rates, business is growing at the fintech company, and go-to-market teams are focused on further engaging their existing customer base across products.
What’s one character trait that a successful candidate should have to land a spot on your team?
The most successful people at Flourish are the ones who take initiative every single day. They say, “We can do better. We can do more. We can go faster.”
They have viewpoints that don’t necessarily accept the status quo — and that’s as true for our go-to-market teams as it is across the organization as a whole. This personality type is successful because of our size. We are a 60-person company. We love that because it means every single person matters and what they do makes an impact.
At the same time, we love that we have the resources to get things done. Being part of the team at Flourish is creative and fun.
What’s the biggest priority for your go-to-market teams in 2023, and why is it important?
Our top priority is driving the adoption of our products among our existing client base. We’re in an incredibly fortunate position. Our primary product, Flourish Cash*, benefits from higher interest rates, and recent federal rate increases are serving as a powerful tailwind for our business. We’ve never been more excited about the forward outlook of Flourish Cash.
Over the past few years, we did the hard work of onboarding hundreds of firms, investing in our core technology, launching new integrations across the advisor ecosystem and building our brand. With exploding client demand following recent increases in rates, we’re now in a truly privileged position as a go-to-market organization where our biggest opportunity is engaging our existing client base to drive rapid growth.
We are a 60-person company. We love that because it means every single person matters and what they do makes an impact.”
How would you describe your team culture in a single word, and why?
Rule breakers. That’s two words, but as a team of innovators, disruptors and initiative-takers, we don’t necessarily follow prompts when it’s not the best thing for our business.
Flourish’s culture is a lot of things. First, we’re execution-oriented. We are a group of people who get things done, who figure out the shortest path to “yes.” We execute.
Second, we’re collaborative. Even in our sales organization, we are not a team of lone wolves; we’re sharing notes and working together. In many organizations, collaboration often just leads to a diffusion of responsibilities. At Flourish, it’s our superpower that we can do those two things together — we collaborate to get things done.
Third, we’re humble. We try hard to avoid having an ego about our projects, ideas or ourselves. We’re humble and kind, and doing that right allows us to focus on the quality of our work.
Fourth, we’re quirky. For years, we’ve said that the strength of our team is “uncorrelated weirdness.” We celebrate our differences, and we encourage people to bring their true selves to the office.
