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Role Overview

HyperVerge is entering a phase of non-linear growth where acquisitions, aquihires, partnerships, and mission-aligned capital will play a critical role.

This role owns the inorganic growth engine end-to-end — from sensing business needs on the ground, to shaping a clear thesis, to executing through the most effective inorganic levers and capital strategy.

Mission

Be the single-threaded owner of HyperVerge’s non-linear growth agenda by staying deeply embedded in the business, forming and evolving a clear inorganic growth thesis, and executing it through acquisitions, aquihires, investments, partnerships, and mission-aligned fundraising.

Outcomes – Year 1

• A clearly articulated and leadership-aligned inorganic growth thesis
• 1 acquisition closed (~$1M ARR), integrated, and delivering defined impact
• 1 aquihire completed, scaling to a successful 0-1 with 5 happy paying customers
• 1 strategic partnership live with 5 happy paying customers
• $50M+ fundraise closed with aligned investors
• Repeatable internal playbooks for M&A, partnerships, and fundraising
• Recognized internally as a trusted operator and owner

Responsibilities

1. Business Sensing & Thesis Formation

• Keep ears close to the ground across Product, GTM, and customers to identify:
• Capability gaps
• Speed-to-market constraints
• Distribution bottlenecks (especially for US expansion)
• Non-obvious leverage points for inorganic growth
• Combine bottoms-up insights with leadership perspectives to form and continuously refine:
• Product-led thesis (0–1 capabilities, platforms, AI, compliance, infra)
• Distribution-led thesis (US GTM, partnerships, channels, ecosystem access)
• Translate ambiguous signals into clear, executable hypotheses

2. Inorganic Execution (Thesis-Led)

• Execute across acquisitions, aquihires, minority investments, and partnerships
• Drive the full inorganic lifecycle:

origination → evaluation → diligence → structuring → execution → post-close value realization

• Act as end to end owner, driving the decision including getting CEO / Board buy-ins
• Work hands-on with Product, GTM, Finance, and Legal to ensure real post-deal outcomes
• Potentially step-in as GM / business owner for acquired businesses when needed

3. Strategic Partnerships

• Identify and close 1 high-impact strategic partnership that materially accelerates - distribution or product capabilities
• Path to convert partnership → minority stake → acquisition
• Own partnership design end-to-end:
• Economics
• Governance
• KPIs
• Internal and external alignment

4. Fundraising (Mission-Aligned Capital)

• Lead HyperVerge’s first large institutional fundraise (~$50M) alongside leadership
• Own: Investor discovery and outreach
• Narrative and fundraising materials
• Data room and diligence coordination
• Build most of the investor funnel from scratch, leveraging some warm relationships
• Prioritize mission, values, and long-term alignment over headline valuation
• Willingly walk away from misaligned capital
• Engage confidently with global investors and cross-border stakeholders

Competencies

Functional Competencies

• Inorganic Growth Lifecycle Experience: Proven hands-on experience across acquisitions, aqui-hires, investments, or partnerships from thesis to integration
• Fundraising Leadership: Owned or materially driven institutional fundraising processes end-to-end.
• SaaS & Fintech Acumen: Strong understanding of SaaS economics, fintech models, and cross-border considerations.
• Deal Structuring & Financial Judgment: Comfort with valuation, structuring, and capital allocation trade-offs.

Behavioral Competencies

• Operator Mindset: Bias toward execution, ownership, and outcomes over advisory or deck-driven work
• Ground-Level Curiosity: Actively seeks insight from teams, customers, and markets
• Executive Presence: Credible and effective with CEOs, Boards, investors, and senior leaders
• Judgment Under Ambiguity: Makes high-quality recommendations with incomplete in formation.
• Long-Term Orientation: Optimizes for durable value creation and mission alignment.

Reporting & Career Path

• Reports to Head of Strategy
• Direct access to CEO from Day 1
• Board exposure after ~3 months
• Designed as a CxO–1 role with growth paths to:
• Head of Corporate Development → Head of Strategy, or
• GM / Business Head for acquired or incubated businesses