Senior Growth Manager (U.S. Enterprise)

Overview

You're selling a cross-border payments solution to U.S. enterprises—companies that need to pay vendors, employees, or partners internationally. Your buyers are typically finance/treasury leaders, operations executives, and sometimes CFOs. The sales cycle is 3-6 months because you're asking them to change how they move money, which involves legal review, treasury approval, integration work, and often a pilot period.

Role Snapshot

Company Context

Stage: Likely Series B-C (based on aggressive multi-region hiring)

Size: Unknown, but expanding rapidly across 6+ countries

Growth: Hiring 12+ Growth Managers globally suggests strong funding round and aggressive market expansion

Market Position: Challenger in a crowded cross-border payments space (competing with Wise, Airwallex, Payoneer, traditional banks)

GTM Reality

Pipeline Sources:

• 70% Outbound - You're building lists of companies with international operations, cold calling finance leaders, using LinkedIn to identify treasury/AP teams
• 20% Inbound - Some leads from content/partnerships, but this isn't a high-volume inbound motion
• 10% Referrals - Existing customers introducing you to similar companies

SDR/AE Structure: Likely self-sourcing—"Growth Manager" typically means you own both hunting and closing

SE Support: Probably shared or on-demand for technical integrations/API demos

Competitive Landscape

Main Competitors: Wise (formerly TransferWise), Airwallex, Payoneer, traditional banks with FX desks, PayPal/Braintree for some use cases

How They Differentiate: Likely positioning on speed, transparency, better FX rates, or specific corridor coverage (depends on their network)

Common Objections: "We already use our bank," "Wise is cheaper," "Too risky to change payment rails," "Integration is too complex," "Need more currency coverage"

Win Themes: Cost savings on FX, faster settlement times, better UX than banks, compliance/licensing in key markets

What You'll Actually Do

Time Breakdown

Prospecting (35%) | Active Deals (40%) | Internal (25%)

Key Activities

• Outbound prospecting: Building target lists of companies with international vendors/payroll, cold calling CFOs/treasury directors, LinkedIn outreach. You're trying to book 8-10 discovery calls per week.
• Running discovery calls: Understanding their current payment setup, where they send money, what they're paying in fees, pain points with their bank or current provider. Most calls end with "we'll think about it."
• Navigating buying committees: You need sign-off from finance, treasury, legal, sometimes procurement. Lots of time spent chasing people for the next meeting. Deals slip quarters regularly.
• Building business cases: Creating ROI models showing FX savings and time saved. You'll need to get actual data from their AP team on current fees and volumes.
• Managing pilots/POCs: Many deals start with a test transaction or limited pilot. You're coordinating with their AP team and your implementation team to make it smooth.
• Internal syncs: Weekly forecasting with your manager, product feedback sessions, coordinating with customer success on onboarding timelines.

The Honest Reality

What's Hard

• Long sales cycles with lots of stalls: You're asking companies to change critical financial infrastructure. Legal reviews take weeks. Treasury teams are conservative. Deals you thought would close this quarter slip to next quarter constantly.
• Cold outbound is a grind: Most finance leaders don't answer cold calls. Your email response rate is 2-3%. You need thick skin for rejection and persistence to break through.
• You're competing against inertia: "Our bank works fine" is your biggest competitor. Even when you show clear cost savings, change management is hard. Decision-makers ghost after initial interest.

What Success Looks Like

• Closing 2-3 enterprise deals per quarter ($150K+ ACV each)
• Building a pipeline of 20-25 active opportunities at various stages
• Converting 15-20% of discovery calls to serious evaluation (business case/pilot stage)

Who You're Selling To

Primary Buyers:

• VP Finance/Treasury at companies with international operations (500-5000 employees)
• CFOs at mid-market companies expanding globally
• Heads of Operations at marketplaces/platforms that pay international sellers

What They Care About:

• Cost reduction: FX spreads and wire fees add up—they want transparent pricing and proof of savings
• Speed and reliability: International payments through banks can take 3-5 days; they need faster settlement
• Compliance: They need to know you're licensed/regulated in the countries they operate in
• Integration effort: How hard is it to plug into their ERP/AP system (NetSuite, SAP, etc.)

Requirements

• 4-6+ years in B2B sales, preferably in fintech, payments, or financial services
• Experience selling to finance/treasury buyers (not just IT buyers)
• Track record with 4-6 month sales cycles and $50K+ deal sizes
• Comfortable with self-sourced pipeline (not just working inbound leads)
• Understanding of cross-border payments, FX, or international business operations helpful but not required