Business Development Manager

Banyan Software•Virginia, USA, VA

11d•Remote

About The Position

CFS sells exclusively through resellers — and nobody owns that channel commercially. You will. Our deposit automation software runs in 500+ banks and credit unions, reached entirely through 40+ resellers, ISOs, and service organizations. The channel produces every dollar of new business, and today it is managed from the CEO’s inbox. This seat is not a closing role — our resellers close. It is a relationship and growth role: make every reseller in the book sell more, sign the ones we don’t have, and over time open channels we’ve never touched.

Requirements

A relationship builder first — not necessarily a career salesperson.
Strong candidates come from either side of our channel: business development or partner management at an ATM/ITM vendor, ISO, or banking-technology company — or from inside a bank or credit union running ATM deposit operations, where you lived the pain points our product solves and can speak to a reseller’s customer with earned credibility.
Organized like a project manager: 40+ relationships, each with its own market, program, contract dates, and follow-ups — the work is staying on top of all of it and following through on every commitment.
Commercially literate beyond the deal: you can read a forecast and a P&L, price to margin rather than to close, and defend a renewal position with numbers.
Comfortable with meaningful variable comp tied to channel production, and with being measured in public — every seat at CFS carries its KPIs on the org chart.
Built for a 14-person company: visible, accountable, and agile.
AI-first working style: CFS runs its operations on AI — research, CRM, reporting, and content are done with Claude, not headcount. You should be the kind of operator who drafts the partner deck, the outreach sequence, and the QBR prep with AI in the loop daily.

Nice To Haves

Channel experience and fintech experience are each valuable alone; both together is rare.

Responsibilities

Expand through the resellers we have — the fastest path, and year one’s priority. Help each partner land new financial institutions and grow terminal counts inside the fleets they already serve — the next ATM at a current customer is the cheapest booking CFS makes. You’ll be armed with CFS’s analytical data: terminal-level ROI and deposit-growth projections a reseller can put in front of their customer to justify the next machines.
Lift the low producers. A specific year-one success: take our lower-producing resellers and build programs that incentivize them to sell — each reseller has its own target market (many sell to tier 2 and tier 3 institutions), and you’ll get creative inside our pricing structures to package offers that fit the customers they actually call on.
Educate and arm the channel. Resellers close; your job is to make them dangerous. Keep every partner current on promotions, new features, and positioning; define the collateral and enablement the channel needs. The Customer Experience Manager partners with you on communications and collateral, and CFS runs AI-heavy — you produce most of what you need with our AI tooling, because there is no marketing department.
Add new resellers now; open new channels next. Recruit new partners — regional ATM/ITM service organizations and ISOs — from day one. The bigger prize is new channel types: core providers reselling CFS inside their ecosystems (Jack Henry, Fiserv, FIS, CSI, Corelation and beyond), data centers, and others. Expansion pays year one; channel entry is the year-two trajectory — and each new channel opened is commission with no ceiling.
Own reseller contracts end to end. You are the named commercial owner for every partner: contracts, renewals, commercial terms, and every price conversation. Renewals are worked from a forward calendar, not discovered at expiry; terms disputes are prevented in the paper, not litigated after.
Price from the numbers, steer by the strategy. Renewal timing, uplift, and price positioning are financial decisions — you work from the company forecast and P&L and make them like an owner, aligned with where the company is headed. You execute the published pricing structure; material deviations from it are cleared with the CEO.
Run partner business reviews on cadence with growth targets per partner. Support and delivery matters stay with support — you own the business of the relationship.