ABOUT CLAY
Our mission is to help organizations turn any growth idea into reality.
We see growth as a creative practice, not a formula. Finding and reaching your best-fit customers takes unique ideas and constant iteration. As AI makes execution faster and tactics easier to copy, creativity is the only lasting advantage. We're already helping thousands of customers https://clayrun.notion.site/Wall-of-Love-b243f2b67607438b9fad99341e6b8d47 — including Anthropic, Notion, Google, and Ramp — go to market with unique data, signals, and AI research.
In 2025, we raised a $100M Series C https://www.nytimes.com/2025/08/05/business/dealbook/clay-ai-marketing-fundraise.htmlbacked by world-class investors including Sequoia, CapitalG, and First Round — and crossed $100M in revenue.
In 2026, we announced our second employee tender offer https://www.nytimes.com/2026/01/28/business/dealbook/clay-start-up-tender-offers.html in 9 months at a new $5B valuation. We also launched a community equity round https://www.clay.com/blog/community-equity-offering, for our customers, agency partners, and club members.
Some things to know about us:
- Our community http://community.clay.com includes 11,000+ customers, 150+ integration partners, 125+ agencies, 50+ Clay clubs https://luma.com/claylive, and 30k members on Slack.
- Our culture https://nextplayso.substack.com/p/spotlight-clay is unique inside and outside of work. Our team members are also DJs, activists, writers, clowns, marathoners, skydivers, psychedelic therapists, social workers, and more.
- All employees can work for free with world-class coaches who specialize in creativity, management, and more.
- Our operating principles — including negative maintenance and non-attached action — guide our work. Read more about them here https://cdn.prod.website-files.com/61477f2c24a826836f969afe/685d83a71452245cc1129791_4d770abfd83e276ec15315a2e06945bd_Clay2025_OperatingPrinciples.pdf.
- Read about us in the NYT https://www.nytimes.com/2025/08/05/business/dealbook/clay-ai-marketing-fundraise.html, Forbes http://google.com/search?q=forbes+clay&rlz=1C5OZZY_enUS1155US1155&oq=forbes+clay&gs_lcrp=EgZjaHJvbWUyBggAEEUYOTIHCAEQABiABDIHCAIQABiABDIHCAMQABiABDIHCAQQABiABDIHCAUQABiABDIHCAYQABiABDIHCAcQABiABDIHCAgQABiABDIHCAkQABiABNIBBzkzM2owajSoAgOwAgHxBVAe8UAxJx_p&sourceid=chrome&ie=UTF-8, First Round Review https://review.firstround.com/podcast/inside-clays-unconventional-path-to-1-25b/, and more https://www.clay.com/press.
Hear from our employees directly on our Glassdoor https://www.glassdoor.com/Overview/Working-at-Clay-EI_IE9850794.11,15.htm page!
ABOUT THE GTME TALENT MARKETPLACE
The GTME Talent Marketplace is the highest-leverage commercial surface of the entire GTME Ecosystem — it's how we turn GTME supply into ENT demand and close the loop on why someone should invest in becoming a great GTME in the first place. The next phase of this motion requires more experience and more dedicated ownership to turn a high-taste semi-automated motion into a real, measurable, scalable program.
This is a mini-founder role. You'll think about the marketplace the way a founder thinks about a two-sided platform — with obsessive attention to match quality, a long-term view on both-sided trust, and a refusal to chase volume over fit. That means owning:
- GTME vetting — the bar, the process, and the signal that determines who goes on the marketplace, collaborating heavily with our certifications and badges team.
- ENT-side pipeline — the enterprise companies looking to hire GTMEs, how they're sourced, qualified, and routed, and creating case studies/success stories
- Match-making — the actual matching motion, today manual + partially automated and high-taste, and what it should become as we scale
- Thought leadership — Clay defined the role, and we need to continue to define how people hire, train, and deploy the role globally.
- Cross-functional loops — integration with Campus (pipeline in), Community (vetting signal and pipeline), Partnerships (partner-sourced ENT demand), and GTM Partnerships (ENT relationship side)
- Commercial proof point — this is the most direct answer to "why invest in becoming a great GTME," and you own whether that answer is credible
WHAT YOU'LL DO
- Take the marketplace from high-taste manual motion to scalable program. We’ve validated this team from zero-to-one. You'll work with the founding member to build the one-to-ten: vetting rubrics, intake processes, ENT-side pipeline management, and the lightweight systems that let match quality hold as volume grows.
- Own GTME vetting end-to-end. Define what "ready for the marketplace" means. Design the vetting experience. Hold the line when someone doesn't meet the bar, even when they're popular.
- Build the ENT-side pipeline. Today ENT demand is largely inbound and relationship-driven. You'll build the sourcing, qualification, and account management motion that makes ENT-side supply as reliable as GTME supply for matching candidates.
- Run the matching motion. For now, match-making is a human judgment call — and should stay that way until we have the data to systematize. You'll run matches personally, learn what works, and design the measurement layer.
- Instrument match quality as a time series. 6-month and 12-month placement retention. ENT repeat-hire rate. GTME satisfaction with the match they were routed to. Today these are anecdotes. You'll make them data.
- Close the cross-functional loops. Campus feeds pipeline in. Community provides vetting signal on who's real. Partnerships sources ENT demand. GTM Partnerships owns the ENT relationship. You'll be the connective tissue that makes all of those loops tight.
WHO YOU ARE
- A marketplace operator who obsesses over match quality. You know that in a two-sided marketplace, the worst thing you can do is fill the funnel at the cost of fit. You'd rather place 20 GTMEs brilliantly than 100 mediocrely.
- High-taste on people. You can tell the difference between a GTME who will thrive at Scale AI and one who will thrive at an early-stage founder-led team. You've exercised that judgment before and been right more than you've been wrong.
- Comfortable running a high-touch motion. The matching work is not a CRM flow. It's calls, judgment, pattern-matching, and trust-building. If the idea of a 30-minute intake call with every candidate sounds tedious, the role won't work.
- Instrumentation-minded. You love the high-touch work, but you also know that without measurement, quality is invisible until it's already broken. You'll build the lightweight instrumentation that turns this into a real program.
- Experienced in recruiting, talent, marketplaces, or GTM hiring specifically. Not required, but the ramp is shorter if you've done this kind of work — whether at a recruiting firm, a talent marketplace, a staffing platform, or an in-house recruiting team at a high-bar company.
- Proven hunger, not just potential. You've already scaled a talent function, a marketplace, or a matching motion where the quality bar was non-negotiable and the measurement was on you.
WHO YOU ARE NOT
- A recruiter chasing placement volume. If your instinct is to optimize for matches made per month, we're solving different problems. Placement retention at 6 and 12 months is the only number that matters.
- A systematizer before a prover. The matching motion has to stay manual until we understand it. If your first instinct is to build an ATS-style pipeline, you'll destroy the signal that makes this work.
- A people-pleaser who avoids hard calls. Saying no to a GTME who isn't ready, or to an ENT partner whose hiring standard is off, is a weekly part of the job. A marketplace built on trust requires a willingness to disappoint people in the short term.
- Someone who wants to own the ENT relationship. You'll collaborate deeply with GTM Partnerships on ENT accounts, but you don't own the enterprise relationship