Head of Business Development, Investor Network

We're hiring a business development leader to take over the team that builds and runs our investor network: six associates, one number, and a direct line to both co-founders. Pairs is a vetted private capital network. We put breakout founders in front of the family offices, VCs and strategic investors who fit them, and those investors join our network as members. Founders pay for the access to those relationships and for the investor relations work our team does around every introduction, and that work is ultimately the product we sell. The two co-founders have led this team themselves until now. It has grown to around six associates, which is past the point where two founders can coach it hands on while running the rest of the company, so we are hiring the person who takes it over. The role You lead the investor relations team and report to both co-founders. Each associate holds a book of investor members and runs several things at once, new investor relationships, the nurturing of existing ones, and the introductions we make for our clients, plus the follow-up work from there. Your job is to make that team excellent and keep it at full leverage, which means every associate knows what is expected, gets coached every week, can measure their own progress, and hears it the same day when something is off. What you will do • Run the weekly rhythm, a pipeline and network review (CRM), a review of every win and loss, KPIs, and a one to one with every associate. • Coach every associate on their calls and their introductions. • Hire, onboard and, when needed, let people go, against a written bar for what good looks like. • Own the health of the entire Pairs network, more active members every month, and every member getting founders that fit at the pace they asked for. • Work with our client success team on each client's plan, so what your team works on matches what the client expects, and with our founder relations team, who build relationships with top founders long before they become clients. • Spot the constraint that holds the team back and fix it, with a process or together with our engineers, which takes someone who knows which problem is worth solving. • Bring the two co-founders the weekly numbers, investor calls, newly active members, introductions sent, founder calls and referrals, and what you are changing because of them. What you bring • You have run a sales, business development or investment team of five or more for at least two years, the number you carried was the team's, and you can name what the team achieved under you and who you promoted. • People respected you and still wanted to work for you, without you needing to be liked. You give straight feedback and you hold the standard when it is uncomfortable. • Ego and politics are not part of how you work. You talk about the team's results before your own, and your last team would say the same about you. • Systems are how you think. You have built the CRM discipline, the reporting or the playbook that others then ran on, and you can find the one constraint in a team and remove it. • Incentives and retention make sense to you. You know what makes the right behavior pay and what makes a team stick together, and you have the retention to show for it. • You play the long game. You would not squeeze one month at the cost of the next three, and you go for quality over quantity with investors and founders alike. • The investor world is one you know well enough to coach. You have sold high ticket to senior buyers, raised capital, or built an investor or executive network yourself, and years in venture capital or at a fund are a plus on top of the team you led. Backgrounds we expect to see are high ticket competitive sales, consulting, banking and investment te