Director of Expansion & Powered Admin Services

About Juniper Square: Private markets are one of the largest, most complex, and most underserved corners of global finance. Juniper Square is the Operations Partner trusted by 2,300+ GPs, unifying technology, data, and fund administration services into a single platform. With $300B+ under administration and 700,000+ LPs on platform, Juniper Square is reimagining private markets with JunieAI, its purpose-built AI platform. Founded in 2014, backed by $350M+, and now 1,000+ employees strong, Juniper Square is building a company designed to shape the future of private markets.

Our culture is built for people who want to do ambitious, meaningful work alongside exceptionally talented teammates. We think like owners, move with urgency, and take pride in solving hard problems that truly matter to our customers and the future of private markets. We believe the best ideas come from open debate, deep collaboration, and diverse perspectives, which is why we believe transparency is the default and feedback makes us stronger. If you’re energized by high standards, rapid growth, and the opportunity to help define a category at a pivotal moment, come join us!

Juniper Square offers employees a variety of ways to work, ranging from a fully remote experience to working full-time in one of our physical offices in San Francisco, New York City, Mumbai, and Bangalore.

About your role

Juniper Square serves more than 2,200 GP customers, and most of them use a fraction of what we offer. We are standing up a dedicated expansion organization to change that, and we are looking for a Director of Expansion & Powered Admin Services to lead it.

The role carries two connected mandates. The first is the expansion motion across our installed base: cross-selling GPX products into GPX customers, into our Fund Administration client base, and Fund Administration into self-administered accounts. The second is Powered Admin Services, an emerging channel in which third-party fund administrators license or white-label Juniper Square technology, creating distribution to their GP clients at near-zero acquisition cost. Early partner conversations are underway; you will turn them into structured pilots and then into a repeatable channel.

Reporting to the Head of Sales, you will lead a team of dedicated expansion sellers, the first of whom is already in seat, and you will partner daily with our Fund Administration organization, Customer Success, Revenue Operations, Partnerships, and the asset-class sales leaders whose sellers hold commercial ownership of accounts in their first year.

This is a build role. The lead flow, the qualification bar, the whitespace and wallet-share analysis, the account-handoff enforcement, and the channel playbook do not yet exist in systematic form. Our working thesis is that a majority of expansion quota is attainable from strategic accounts we already serve. Nobody has tested that claim against data. You will.

What you’ll do

Carry the number:

• Own and deliver an expansion ARR quota as a working seller, not solely through a team. Run your own deals, in your own accounts, from day one.
• Build and own the pipeline from the installed base rather than waiting for it to be routed to you.

Define the expansion motion:

• Assess what's actually there, what's sellable now, and where the real ceiling is. Turn the whitespace analysis into graded, prioritized account plans.
• Build the wallet-share and whitespace program — categorize penetration targets, trust-building accounts, and structurally blocked accounts, and keep that intelligence current in Salesforce.
• Set the qualification bar and build the plays per product, so the motion is repeatable rather than dependent on individual heroics.
• Operationalize lead flow from the installed base: client signals surfaced by Fund Administration and Customer Success (fund launch plans, DDQ cycles, product usage) logged where sellers can act on them.
• Define the adoption-first play: drive usage and training on technology clients already own as the door-opener, with paid expansion as the follow-on.

Scope Powered Admin Services:

• Size the market. Determine how many fund administrators are realistic targets, what they run today, and what would make them move.
• Identify the buyer and the entry point. Run the first conversations and the first deals yourself.
• Define what we're actually selling, in partnership with Product and Fund Administration leadership: the packaging, the boundaries, and what we will and won't support in a white-label arrangement.
• Bring back an honest recommendation on whether this warrants a dedicated seller, and when.

Build the team:

• Partner with the seller already in seat to define the motion together, then hire and ramp behind it as volume justifies.
• Own ramp plans, pipeline reviews, and MEDDPICC-based deal coaching. Define the book or territory split between sellers.
• Run the volume analysis that justifies the next seat rather than assuming it.

Work the seams:

• Build a real operating cadence with Customer Success (Enterprise, Mid-Market & Growth), Fund Administration relationship managers, and the asset-class sales leaders whose sellers hold commercial ownership of accounts in their first year.
• Enforce clean account-ownership rules: ownership windows, AE-to-expansion handoffs at the end of the window, the competitive-account exception path, and no passive compensation anywhere.
• Feed Marketing the segments and signals that expansion campaigns need: DDQ plays, K-1 season plays, fund-launch triggers.

Report and refine:

• Own the expansion dashboard: pipeline created from the installed base, expansion ARR closed, attach rates by product, time-to-first-expansion, and adoption-to-paid conversion.
• Bring model corrections to sales leadership quarterly — which routing rules are wrong, where the rules of engagement need amending, and whether the expansion and Powered Admin Services theses are holding.

Use AI as core infrastructure:

• Treat AI as central to how this function runs, not a side project. Build whitespace scoring, account-plan generation, and signal detection with our internal tooling rather than staffing them manually.
• Redesign the work rather than adopt tools. The measure is workload that no longer requires a person, not software we've licensed.