Director, Strategic Business Development

Monstro•New York, NY

19h•$300,000 - $450,000•Hybrid

About The Position

Monstro is hiring a Director, Strategic Business Development to open the doors that allow our senior commercial team to sell. You will get Monstro into banks where we have no existing relationships, at the level where decisions are made. This is not a lead-generation role. It is an access-generation role. You will be measured on meetings with the executives who own budget and priorities, not on emails sent or calls logged. This role will require occasional travel.

Requirements

Unusually good at getting into places you haven't been invited into.
See the start of a problem to solve, not a reason the account can't be reached, when hearing 'we don't know anyone at this bank'.
5 to 10 years of experience in enterprise sales, business development, or another role where you had to reach senior people at large organizations.
Tenacity: you keep going after the first, second and third route fails.
Resourcefulness: you find routes others miss.
Comfort with senior executives: you approach C-level leaders as peers.
Research ability: you understand a bank's priorities before you reach out.
Relationship-building: people who meet you once want to meet again.
Disciplined follow-through: nothing you start goes quiet.
Ability to plan access to a named bank where you know nobody, and explain how you would reach its head of wealth or chief digital officer within 30 days, and what your research would uncover first.
Ability to walk through two or three times you got into an organization cold. Who you reached, how, what failed first, and what finally worked.
Ability to show a hand-off you've made. What you passed on, to whom, and what happened next.
Ability to describe an account you couldn't crack. What you tried, and what you would do differently.
Ability to critique target list and messaging. Tell us which banks you'd prioritize and why.

Nice To Haves

Banking or wealth-management experience

Responsibilities

Research each target bank. Map its leadership, strategic priorities, recent changes and likely buyers before any outreach.
Plan access account by account. Decide who to reach, through which route, and what gives them a reason to take the meeting.
Reach senior executives directly. Get to decision-makers without relying on existing relationships, using research, referrals you create, events and persistent, well-judged outreach.
Secure the first meeting and engage a second stakeholder from another function, so no single gatekeeper can stall the account.
Write a hand-off brief. Cover who was met, why they engaged, what they care about, who else is involved, and the agreed next step.
Stay involved through the transition so the relationship doesn't go cold between you and the senior team.
Feed what you learn back. Share which messages, routes and titles open doors, and help refine the target list and positioning.
Work closely with Managing Directors of Strategic and Enterprise Accounts, GTM team to agree the target list and the qualifying titles each quarter.