Director, Sales Expansion

Juniper Square•,

6d•$160,000 - $200,000•Hybrid

About The Position

Juniper Square serves more than 2,200 GP customers, and most of them use a fraction of what we offer. We are standing up a dedicated expansion organization to change that, and we are looking for a Director of Expansion & Powered Admin Services to lead it. The role carries two connected mandates. The first is the expansion motion across our installed base: cross-selling GPX products into GPX customers, into our Fund Administration client base, and Fund Administration into self-administered accounts. The second is Powered Admin Services, an emerging channel in which third-party fund administrators license or white-label Juniper Square technology, creating distribution to their GP clients at near-zero acquisition cost. Early partner conversations are underway; you will turn them into structured pilots and then into a repeatable channel. Reporting to the Head of Sales, you will lead a team of dedicated expansion sellers, the first of whom is already in seat, and you will partner daily with our Fund Administration organization, Customer Success, Revenue Operations, Partnerships, and the asset-class sales leaders whose sellers hold commercial ownership of accounts in their first year. This is a build role. The lead flow, the qualification bar, the whitespace and wallet-share analysis, the account-handoff enforcement, and the channel playbook do not yet exist in systematic form. Our working thesis is that a majority of expansion quota is attainable from strategic accounts we already serve. Nobody has tested that claim against data. You will.

Requirements

8+ years in SaaS or fintech revenue roles with meaningful time in expansion or installed-base selling, and a track record of carrying and hitting a quota. We're open to candidates who've done this from inside Customer Success or from inside Sales — what matters is that you've owned a number.
Experience building a land-and-expand or installed-base motion, ideally more than once: usage-based lead scoring, adoption-first selling, and cross-functional selling through Customer Success and services teams.
People-leadership experience, including building a small team from zero, with the willingness to stay hands-on in deals while you do it.
Player-coach operating style. Roughly 10% strategy, 90% execution. You will be in accounts, not above them.
Comfortable in ambiguity. One of your two motions does not exist yet, and the other inherits rules that are still being reconciled. You'll need to run both while policy catches up.
Fluent in Salesforce as the operating system for the motion, and able to define requirements for RevOps and data tooling.
Demonstrated use of AI to create real efficiency in a revenue organization — workflow redesign, not tool adoption alone.

Nice To Haves

Experience selling technology to fund administrators, or from inside a company that does. A Customer Success or expansion background at a SaaS business serving fund administrators is close to the ideal profile here. We are not requiring it, and we will happily teach the Powered Admin Services side to a strong expansion leader.
Private markets experience, or experience selling financial technology at scale into institutional buyers. Credibility with a GP's CFO or controller goes a long way here.
Exposure to selling alongside a services organization, where margin, capacity, and delivery constraints shape the deal.
Experience standing up a white-label, OEM, or powered-by partnership motion.

Responsibilities

Carry the number
Own and deliver an expansion ARR quota as a working seller, not solely through a team. Run your own deals, in your own accounts, from day one.
Build and own the pipeline from the installed base rather than waiting for it to be routed to you.
Define the expansion motion
Come in and assess: what's actually there, what's sellable now, and where the real ceiling is. Turn the whitespace analysis into graded, prioritized account plans.
Build the wallet-share and whitespace program — categorize penetration targets, trust-building accounts, and structurally blocked accounts, and keep that intelligence current in Salesforce.
Set the qualification bar and build the plays per product, so the motion is repeatable rather than dependent on individual heroics.
Operationalize lead flow from the installed base: client signals surfaced by Fund Administration and Customer Success (fund launch plans, DDQ cycles, product usage) logged where sellers can act on them.
Define the adoption-first play: drive usage and training on technology clients already own as the door-opener, with paid expansion as the follow-on.
Scope Powered Admin Services
Size the market. How many fund administrators are realistic targets, what do they run today, and what would make them move.
Identify the buyer and the entry point. Run the first conversations and the first deals yourself.
Define what we're actually selling, in partnership with Product and Fund Administration leadership: the packaging, the boundaries, and what we will and won't support in a white-label arrangement.
Bring back an honest recommendation on whether this warrants a dedicated seller, and when.
Build the team
Partner with the seller already in seat to define the motion together, then hire and ramp behind it as volume justifies.
Own ramp plans, pipeline reviews, and MEDDPICC-based deal coaching. Define the book or territory split between sellers.
Run the volume analysis that justifies the next seat rather than assuming it.
Work the seams
Build a real operating cadence with Customer Success (Enterprise, Mid-Market & Growth), Fund Administration relationship managers, and the asset-class sales leaders whose sellers hold commercial ownership of accounts in their first year.
Enforce clean account-ownership rules: ownership windows, AE-to-expansion handoffs at the end of the window, the competitive-account exception path, and no passive compensation anywhere.
Feed Marketing the segments and signals that expansion campaigns need: DDQ plays, K-1 season plays, fund-launch triggers.
Report and refine
Own the expansion dashboard: pipeline created from the installed base, expansion ARR closed, attach rates by product, time-to-first-expansion, and adoption-to-paid conversion.
Bring model corrections to sales leadership quarterly — which routing rules are wrong, where the rules of engagement need amending, and whether the expansion and Powered Admin Services theses are holding.
Use AI as core infrastructure
Treat AI as central to how this function runs, not a side project. Build whitespace scoring, account-plan generation, and signal detection with our internal tooling rather than staffing them manually.
Redesign the work rather than adopt tools. The measure is workload that no longer requires a person, not software we've licensed.