Director, Revenue Strategy & Operations

Mynt Performance is a video and audio performance marketing firm built for brands that need paid media to work as hard as any other line on the P&L. We plan, buy, and optimize across streaming, connected TV, podcasts, and audio, treating every placement as a measurable investment rather than an impression. Our clients span consumer categories including health and wellness, CPG, and technology, and we operate as a performance partner to those brands, not a vendor. We are building a dedicated revenue organization for the first time, which means the people who join now are not stepping into an existing machine, they are building it. That is a deliberate trade: less scaffolding today, more ownership, more visible impact, and a faster path to scope than a mature firm would offer. Mynt Performance runs flat, with no titles gating who gets heard, and an overcommunication culture where good ideas move through Slack, email, and conversation rather than waiting for the org chart to catch up. Why We're Different 1. Operator-led. Our senior team built and ran P&Ls before they ran media against them, and that judgment stays hands-on through every engagement, not just the pitch. 2. Transparent measurement. We build and disclose the measurement framework with the client rather than defending a black box, and bring in independent measurement partners when the moment calls for it. 3. Experience-led staffing model. The senior people a prospect meets in the room are the people who stay on the account day to day; we do not staff-and-switch. 4. No long-term contracts. Clients renew because the work is working, not because they are locked in. 5. AI-enabled as the rule, not the exception. We build AI tooling into how every senior person works by default, multiplying output rather than replacing judgment, so clients get more senior attention per dollar, not less. 6. Built for performance. Every recommendation ties back to a measurable outcome, not an impression or a look. ROLE OVERVIEW This is the priority hire in Mynt Performance's new revenue organization: the seat responsible for turning the firm's existing network, investors, fund portfolios, clients past and present, into a prioritized, merchandised pipeline of qualified opportunities, and for operationalizing the CRO's day-to-day commitments into tracked work. Reports to: Chief Revenue Officer Key internal partners: Director, New Business Development (hands off prioritized targets and entry paths); Manager, CRM and Lifecycle Marketing (feeds the network map into the CRM); the Media and Account Management teams (client and market context that sharpens targeting and the story). KPI: Network-sourced qualified opportunities per quarter across three lanes: sourced (net new from mapped relationships), resurfaced (dormant relationships reopened), and discovered (opportunities inside the network not previously known). CORE RESPONSIBILITIES 1. Build and maintain the master network map: investors, fund portfolios, funds, clients past and present, and the one-degree relationships around each. 2. Prioritize the map against ICP: who we pursue, in what order, through which entry path. 3. Merchandise the product: package video and audio performance advertising into a story that lands with investors, founders, and executives alike, tailored per pursuit. 4. Operationalize the CRO: convert conversations, commitments, and ideas into tracked workstreams that close. 5. Run the weekly revenue cadence: qualified opportunities, next steps, blockers, aging. 6. Own pipeline analytics and reporting for the revenue organization. 7. Step into customer-facing settings when analysis is the credibility needed in the room. CULTURE AND OPERATING MINDSET 1. Flat hierarchy, no titles. Every person, regardless of level, is expected to contribute individually rather than manage by proxy; titles describe scope, not who is allowed to have the best idea in the room, and seniority earns scope, not a pass on doing the work. 2. Overcommunication is the default. We surface problems, ideas, and status early and often, across Slack, email, and conversation, rather than waiting for a scheduled check-in. 3. Self-starters only. This organization is being built in real time; the job is to identify the gap and close it, not to wait for a fully specified brief. QUALIFICATIONS 1. Three to seven years in management consulting or investment banking, along with hands-on brand or media operating experience. MBA preferred, not required. 2. One degree away from institutional-investor and brand relationships, and comfortable calling into that network directly. 3. Media or brand exposure sufficient to be credible with operators; analytical horsepower is non-negotiable. 4. Charismatic, low-ego, high-output: able to carry a room in the afternoon and build the model that night. 5. Comfortable operating with a loose brief in a function that is still being built; bias toward defining the next right step rather than waiting to be told. 6. A well-rounded, intellectually curious business generalist who understands growth economics and carries enough credibility to speak fluently with the investors, founders, and executives this seat engages. Compensation will reflect experience, scope, and market for this role, and may include a combination of base salary, incentive compensation, equity, and a comprehensive benefits package. #J-18808-Ljbffr