Build Clay’s private equity partnerships motion from firm entry through portfolio activation and measurable value creation. The role requires 6–10+ years in SaaS partnerships, programs, GTM strategy, value creation, consulting, or revenue operations, plus experience engaging PE stakeholders.
170k – 200k/yr
Hybrid10+ YOEPartnerships
About the role
Responsibilities
Private Equity Business Development
Map and prioritize private equity firms, funds, and portfolios aligned with Clay’s go-to-market value.
Build relationships with Operating Partners and Value Creation teams to understand fund priorities and timing.
Develop PE-specific narratives and materials, including decks, pilot frameworks, and ROI overviews.
Design portfolio entry models such as pilots, GTM diagnostics, and enablement cohorts.
Convert PE relationships into structured engagements and portfolio introductions.
Coordinate with GTM Engineering, Enterprise, Revenue Operations, and Legal on pilots and commercial terms.
Portfolio Value Creation & Activation
Design and execute scaled activation programs, including webinars, cohorts, office hours, and workshops.
Build repeatable infrastructure that drives adoption with minimal one-to-one engagement.
Define portfolio-level success metrics tied to PE value creation, including adoption, time-to-value, expansion, ARR growth, and GTM efficiency.
Convert outcomes into executive-ready narratives, ROI summaries, impact reports, and board-level readouts.
Gather structured feedback and represent PE needs to Product, Partnerships, and GTM teams.
Requirements
6–10+ years of experience in B2B SaaS partnerships, program management, GTM strategy, value creation, consulting, or revenue operations.
Experience working with or presenting to Private Equity Operating Partners, Value Creation teams, or portfolio executives.
Ability to build scalable programs and systems rather than bespoke one-to-one solutions.
Strong systems thinking and comfort designing workflows that reduce manual work.
Ability to translate technical capabilities into business and financial impact.
Strong bias toward measuring adoption, ARR, efficiency, and outcomes.
Comfort operating in ambiguity and building new motions from scratch.
Clear and credible communication with senior executives and internal stakeholders.
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