Head of Growth & Origination

TLDR:

We're hiring someone to build relationships across private equity and turn them into customers — funds, their operating and value‑creation teams, and the portfolio companies they own.

In practice that means coffees, lunches, dinners, introductions. Today it's mostly me, at about a quarter of my time, and it's the main constraint on the business: our engineering team has capacity we can't fill fast enough.

If you want it, you can also run the engagements you bring in and work with customers directly — PE‑backed portfolio companies with real problems and real data. It's the part most people find addictive. You'd see AI doing actual work inside an operating business: a year's worth of contracts becoming clean, cited data in Salesforce; a stalled M&A integration finally moving.

Not a demo.

The people who do well here come from private equity or from inside a portfolio company. That's what earns the conversation — you've sat on a deal team, run an integration, or owned a function when the data was a mess, so you can talk about the problem the way the buyer actually experiences it.

We're the data transformation partner for PE-backed portcos. We turn the documents a business is buried in into clean, trusted data in the systems it runs on — and, harder, we get the organization to actually adopt it.

The work we get called in for:

• M&A data migration. A roll‑up has bought a dozen companies and none of the data ties out. Contracts, customers, and billing live in whatever system each acquisition came with.
• ERP and CRM migrations. The move to Net Suite or Salesforce that's been stuck for a year because nobody can get the legacy data clean enough to load.
• Rev ops and contract data. Pricing, terms, renewal dates, and entitlements buried in signed PDFs — so invoicing is wrong, revenue leaks, and nobody trusts the pipeline.
• Back‑office and finance operations. Invoices, statements, and filings that a team of people still retype into a system of record every month.
• Failed implementations. The systems integrator took eighteen months and it didn't work. We get called to fix it.

How we do it:

• Getting the data out is the entry ticket. Contracts, invoices, statements, credit agreements, rent rolls — scans and handwriting included, at production accuracy, with every value citing its source page. Most vendors can't do this part. It's necessary, and it's not sufficient.
• The hard part is everything around it. These projects don't fail on model accuracy; they fail inside the company. Whose numbers change when the data is finally right. Which VP has to stop running the business out of their own spreadsheet. Who owns the field in Salesforce, who signs off on the migration, who tells the sales team their commissions were wrong.
  
  That's change management, and it's most of the job — which is why we do it in the building, with the people, rather than over email.
• Auditability is what makes it survivable. Page number and bounding box on every value, full audit trail. It's what lets a CFO trust AI‑extracted data enough to bill off it — and it's the thing customers tell us actually sold them.
• We land it in the systems the business runs on. Salesforce, Net Suite, Snowflake, Databricks. The work isn't done when the model is accurate; it's done when the data is live and people are using it.
• Then we build the layer above it — the software, automations, and agents a company needs to run better and be worth more at exit.
• We embed. Our engineers go on‑site and into the customer's Slack. We scope the real problem in about a week and own the outcome to production. Four to eight weeks — not a nine‑month statement of work.
• The platform compounds. The same problems recur across companies, so every deployment makes the next one faster and more accurate. It's the one thing a general‑purpose model can't copy — it's built out of real customer data and the review that comes with it.

What that's looked like in practice:

• A sponsor‑backed software company had a multi‑million‑dollar systems‑integration project fail, leaving hundreds of legacy contracts stranded and its billing wrong. We rebuilt it in weeks: contracts into Salesforce at ~99.5%…