Strategic Account Executive

About the Role:

We are hiring a Strategic Account Executive to win established managers in venture.

Established managersalready run on AngelList. The funds we administer hold capital from some of the largest university endowments and foundations in the country. We earned that with the platform we built and the service behind it. We are pushing hard to expand, and winning there takes focused coverage rather than opportunistic wins. That's why this role is essential.

You will author and carry a named list of established, multi-fund managers and work it like a campaign. Buying groups at this size are wide, so expect to sell to the GP, the CFO, the controller, and whoever runs finance operations, then hold all of them through a cycle that runs months.

You will be responsible for running and winning two processes: new funds coming to market and managers who want to leave their current administrator. Migration is the harder sale and the bigger prize, so you will learn our accounting and reporting well enough to defend both in a room full of accountants.

Our team has won established managers already. What we have is a playbook in pieces, built deal by deal. You will pull it together, prove it out in live cycles, and leave behind the version everyone else sells from.

Use AI. We want it in your account research, your pre-call prep, your follow-up, and your call review. When a task repeats, go find the software that does it for you.

You report to the Head of Sales. A dedicated SDR works the up-market list alongside you. Our accounting and migration teams come into your deals early.

If that reads as an opportunity, keep reading.

You Will:

• Build and run a named list of established managers in venture, treating each account as a campaign
• Sell into wide buying groups: GPs, CFOs, finance and operations leads, and the accountants and counsel they trust
• Own new fund formations and migrations off an incumbent administrator
• Carry complex cycles through service diligence, reference calls, security review, and pricing approval
• Pull our accounting and migration teams in early, and scope what we are committing to before anything gets signed
• Tell product and operations what established managers need that we do not yet have. They will hear it from you first
• Write the up-market playbook as you go: the discovery that works, the objections that keep returning, the proof that moves a CFO

You have:

• 7+ years closing complex deals at institutions. Selling to large GPs is the obvious path. Selling a financial product to family offices, banks, RIAs, or asset managers counts, if you can learn a new buyer fast
• Relationships you can open with. Warm doors into established managers and the advisors around them shorten everything
• Hunger. This is a build and the people who do well here go find the deal
• Credibility in a finance conversation. You will hold your own on audit, reporting, capital calls, and close timelines
• A track record at a company with a real sales process, and proven quota attainment
• Bonus: you have moved a firm off an incumbent provider and know how that conversation actually goes