Job Requirements
Job Description
Phenom is an applied AI company with a bold mission: help a billion people find the right work.
Our platform delivers an AI orchestration layer that sits across the entire talent lifecycle, automating workflows, surfacing intelligence, and deploying agentic capabilities that let enterprises operate at a speed and precision their legacy systems were never built to match.
We work with the most forward-thinking enterprises in the market, companies that are scaling aggressively, transforming how they operate, and making bold bets on AI to outpace their competition. They range from 5,000 employees to more than one million.
The Director, Financial Services & Technology Talent Programs is a client-facing, revenue-accountable role on Phenom's enterprise team. The Director runs point on strategic account engagements with banks, capital markets firms, insurance carriers, and technology companies. Working directly with CHROs, CPOs, and CFOs, the Director diagnoses the talent-related constraint blocking one of the client's key growth priorities, then designs and sells the Phenom solution that resolves it.
The Director owns the research and analysis behind each prospect engagement: account research, a documented hypothesis about the client's problem, a map of where that problem shows up operationally, a financial model of what it is costing the client, and a plan for getting the right stakeholders aligned. The Director carries the engagement through the full new client cycle, from first contact to signed contract.
(If based within 50 miles of Horsham, PA, this would be 5 days/week on-site.)
What this role is
A revenue-accountable, customer acquisition-focused role: success is measured by pipeline generated and new customers onboarded.
Research and analysis heavy: the Director builds the account intelligence, financial model, and business case behind every engagement.
A role that operates at the executive level: with CHROs, CPOs, and CFOs as the primary audience.
What this role is not
Not a demo-led product sale: the platform walkthrough is a consequence of the diagnosis, not the opening move.
Not account management or renewals: this is new customer acquisition.
Not a solutions consulting seat: the Director carries the number.
Not a volume outbound role: fewer accounts, far more depth per account.
The Talent Constraint in Financial Services, Insurance & Technology
Revenue-producing headcount is the growth engine: unfilled producer, underwriter, and advisor seats are forgone revenue that the business has usually already quantified. The seller's job is to connect the vacancy to the number the client already has.
Licensing and screening extend the cycle: Series licensing, registration, and background checks add weeks the requisition process cannot compress. Time-to-fill is partly a regulatory clock.
Compliance makes process defensibility a requirement: adverse impact, record-keeping, and model governance constrain how automation can be deployed. A risk or compliance stakeholder can stop the deal, which means they belong in the plan from the start.
Insurance faces an experience gap in underwriting and claims: experienced underwriters and adjusters are leaving the workforce faster than replacements are being developed, and the knowledge transfer problem is as hard as the hiring problem.
Technology hiring is cyclical and reputationally sensitive: these companies swing between freezes and urgent build-outs. How candidates were treated during the freeze determines what the next expansion costs.
Internal mobility is the most underused asset in the building: these organizations frequently already employ the skills they are recruiting for externally, and cannot see it.
What you'll actually do
Research target companies (earnings calls, business line growth, regulatory posture, and stated headcount or efficiency plans) before any outreach
Build a documented hypothesis on the talent constraint blocking each account's most…