Director, Strategic Business Development

Monstro provides the AI-powered Financial Intelligence System for regulated financial institutions. It enables banks and wealth managers to deliver continuous, personalized, governed Financial Guidance to every client, not just the top tier, across their entire financial life: saving, borrowing, investing, planning, protecting, and preparing.
Meaningful Financial Guidance has only ever been available to a small portion of people. We are changing that, through the institutions people already trust. Institutions already have the relationships, the data, and the context to understand each client; Monstro turns that understanding into guidance that helps each person understand, decide, and act. For clients, that means clearer decisions, proactive support when life changes, and a better view of their financial lives. For institutions, it means deeper relationships, more clients served consistently, and more of each client’s financial life managed in one place.
What makes this possible is how the system is built. Governance is not an added feature; it is foundational. Every recommendation reflects the institution’s own views, policies, and permissions. Every output can be audited, traced, and reversed, and client data stays under the institution’s control. Generative AI is used to build and configure the system; at runtime, execution is deterministic, so every output can be explained and stood behind, not just trusted.

The Work

We are building for a high-stakes industry where the work has real consequences. Guidance only matters if people can trust it and institutions can govern it. The challenge is to make Financial Guidance more personal and more available without making it less trusted: to build AI that institutions can audit, explain, and reverse, in a domain where being wrong carries real cost. That is what makes the problem hard, and the work meaningful. This is not a simple AI problem; it takes product judgment, technical depth, regulatory discipline, design quality, and a team that moves quickly without lowering the bar.
Monstro is moving from vision to market: launching with financial institutions, growing the team, and building for the enterprise in one of the most regulated industries. You will be expected to think clearly, communicate directly, move with urgency, hold a high standard, and take responsibility for work that matters. We are an early team building something ambitious, and what you do here will shape both the product and the company.

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. 

Your work is measured in one unit: the qualified access meeting.

A first meeting with a named economic buyer or executive sponsor at a target-list bank, with at least one additional stakeholder from a different function engaged, that our senior commercial team accepts as a hand-off.

Each part has a rule behind it:

• Target-list bank: only accounts on the agreed target list count.
• Economic buyer or executive sponsor: titles are agreed in advance, such as head of wealth, head of retail banking, chief digital officer or CIO.
• Second stakeholder: someone from a different function, such as risk, technology or a business line. Two people from the same team don't count.
• Accepted hand-off: the senior commercial team confirms the opportunity is worth pursuing, within five business days, with a reason logged if they decline.

What doesn't count: emails, calls, sequences, social activity, events attended, meetings with junior staff, and meetings the senior team declines.

Every responsibility leads to one outcome: an accepted hand-off.

1. Research each target bank. Map its leadership, strategic priorities, recent changes and likely buyers before any outreach.
2. Plan access account by account. Decide who to reach, through which route, and what gives them a reason to take the meeting.
3. Reach senior executives directly. Get to decision-makers without relying on existing relationships, using research, referrals you create, events and persistent, well-judged outreach.
4. Secure the first meeting and engage a second stakeholder from another function, so no single gatekeeper can stall the account.
5. 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.
6. Stay involved through the transition so the relationship doesn't go cold between you and the senior team.
7. Feed what you learn back. Share which messages, routes and titles open doors, and help refine the target list and positioning.

You will work closely with Managing Directors of Stargicand Enterprise Accounts, GTM team to agree the target list and the qualifying titles each quarter.

We measure outcomes, not activity. We don't track email or call volume.

• Qualified access meetings per quarter: Tells us you are getting in at the right level. (Owned by: You)
• Target accounts reached through more than one contact: Tells us access is broad enough that one gatekeeper can't stall it. (Owned by: You)
• Hand-off acceptance rate: Tells us the access is real and well qualified. (Owned by: You)
• Accepted hand-offs that become active opportunities: Tells us the doors you open are worth walking through. (Owned by: Shared with the senior team)

Numeric targets will be set together after your first 60 days, once we know how reachable these banks are. As a guide to the arc of the role:

• Weeks 1–2: Monstro's existing target list researched and mapped, and access plans written for the priority accounts.
• From week 3: active outreach to senior executives, with your proposed additions agreed into the final target list.
• By day 60: first qualified access meetings accepted by the senior team.
• By 6 months: a steady quarterly rhythm of accepted hand-offs, with several target accounts reached through more than one contact.
• By 12 months: accounts you opened are active opportunities, and a repeatable access playbook the team can use.

You are unusually good at getting into places you haven't been invited into. When you hear "we don't know anyone at this bank," you see the start of a problem to solve, not a reason the account can't be reached.

You will probably have 5 to 10 years of experience in enterprise sales, business development, or another role where you had to reach senior people at large organizations. You don't need 15 years of enterprise sales, and this isn't an entry-level SDR role.

The qualities we will screen hardest for:

• 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.

Banking or wealth-management experience is useful but not required. We would rather hire an exceptional enterprise hunter who knows how to navigate large organizations than a banking veteran used to managing existing relationships.

• Not lead generation. A list of names, a booked call with a junior contact, or a high outreach count is not the output.
• Not relationship management. Existing bank relationships are not what we're hiring for. We want someone who can create new ones.
• Not a closing role. Once a hand-off is accepted, the senior commercial team runs the sale. You stay involved, but you don't own the deal.
• Not an entry-level SDR role. You will be engaging senior executives at large banks and need the judgment to match.

Our process tests resourcefulness, not your contact list. Expect to:

• Plan access to a named bank where you know nobody. Tell us how you would reach its head of wealth or chief digital officer within 30 days, and what your research would uncover first.
• Walk us through two or three times you got into an organization cold. Who you reached, how, what failed first, and what finally worked.
• Show us a hand-off you've made. What you passed on, to whom, and what happened next.
• Describe an account you couldn't crack. What you tried, and what you would do differently.
• Critique our target list and messaging. Tell us which banks you'd prioritize and why.

• Base salary (New York City): $180,000 – $210,000 
• On-target earnings (indicated OTE): $300,000 – $450,000 
• Variable Pay included
• Equity included
• Benefits: 100% employer-paid medical, dental and vision, disability coverage, flexible PTO, paid parental leave and catered meals.

• Impact: Help define the category of Financial Intelligence and bring governed Financial Guidance to millions of bank clients.
• Ownership: High trust and high standards, with meaningful problems to own from day one.
• Experienced team: Leadership with a track record of scaling companies from early stage to major exits.
• In person: We work from The Spiral in Hudson Yards four days a week, because our pace depends on fast collaboration.