Experienced hires

Sales & Solutions

Help banks, health systems and public agencies decide what to buy, and design solutions that will pass their examiners, procurement rules and our own delivery teams.

The work

Consultative selling to careful buyers

Our buyers are CIOs, CISOs, compliance officers, agency program leads and hospital executives. They buy slowly and carefully, because what they buy must work under scrutiny. This track sits in our three industry divisions and pairs account leaders with solutions architects on every significant opportunity.

Enterprise account leadership

Own a territory or a set of accounts: credit unions and community banks, wealth managers, health systems, life sciences firms. Understand each client's priorities and constraints well enough to bring them something useful before they ask.

Federal and public sector sales

Work within formal procurement: solicitations, contract vehicles, evaluation criteria and the rules on how contractors may engage with agencies. Patience and precision matter as much as relationships.

Solutions architecture

Design what the client will actually get: which of our applications, which partner platforms, how they integrate, where the data lives and how the controls work. Then stand behind it when delivery starts.

Build or partner

Help clients and our own teams decide when Moraph's own software fits and when a partner platform, implemented and managed by us, is the better answer.

Deal shaping

Turn a need into a proposal: scope, phases, pricing, service levels and the evidence a client's risk and procurement teams will ask for.

Long relationships

Most value comes after the first contract: the next phase, the next division, the renewal. Account leaders stay with clients through delivery.

Open roles

Roles in this track

These were open when this page was written. Listings change, so check open roles for what is open now. Every listing shows its pay range, including any variable pay.

RoleLevelOfficeDivision
Enterprise Account Executive, Credit Unions & Community BanksSeniorChicagoFinancial Services Solutions
Enterprise Account Executive, Wealth Management (UK)SeniorLondonFinancial Services Solutions
Federal Account Executive, Civilian AgenciesSeniorWashington, D.C.Government Solutions
Solutions Architect, Financial ServicesSeniorNew YorkFinancial Services Solutions
Solutions Architect, Banking (APRA)SeniorSydneyFinancial Services Solutions
Solutions Architect, Superannuation & WealthSeniorMelbourneFinancial Services Solutions
Solutions Architect, Life SciencesSeniorBostonHealthcare Solutions

What we look for

What each level looks like in sales and solutions

The same levels as every listing, made specific to selling and designing solutions. Leadership roles, such as sales directors and heads of solutions, are posted when they are open.

LevelAccount leadershipSolutions architecture
MidManages defined accounts or a smaller territory; runs opportunities with support on the largest deals.Designs solutions for well-understood needs; runs demonstrations and answers technical questionnaires.
SeniorOwns a territory or major accounts; leads complex, multi-stakeholder deals and formal procurements end to end.Designs multi-product, integrated solutions; owns the technical case with client architects and risk teams; hands over cleanly to delivery.
Staff / LeadShapes strategy for a segment or region; leads the most significant pursuits.Sets architecture standards for proposals across a division; leads the hardest technical evaluations.

Credibility with experts

Our buyers know their regulations. We look for people who learn the client's world well enough to be taken seriously by a compliance officer or a CISO.

Promises delivery can keep

We would rather lose a deal than sell something we cannot deliver. We listen for how you have handled the gap between what a client wanted and what was possible.

Discipline in a long cycle

Deals in our markets take months. We look for a clear view of who decides, what they need to see and what happens next, kept current.

How we interview

The loop for this track

The process described on How we hire, made specific to sales and solutions. Usually two to three interviews after the recruiter screen.

  1. Recruiter screen

    A 30-minute call about your experience, your markets, how the role is paid (including any variable pay) and the posted range.

  2. Hiring manager

    A conversation about deals you have won and lost, how you built the relationships behind them, and how you plan a territory.

  3. Practical exercise

    For account leaders, a deal review or a short account plan for a fictional client. For solutions architects, a design exercise: a client need, some constraints, and a solution to sketch and explain. You get the brief in advance. It is never real client work.

  4. The team

    A conversation with the account leader or architect you would pair with, and often someone from delivery, who will ask how you hand a deal over.

Interviewers score you against the role's competencies and write their feedback before the panel meets. Any offer is within the posted range.

Sample questions

Questions like the ones we ask

These are samples like the ones we use, not the exact questions. Open one to see what a strong answer covers.

Hiring manager

Walk us through a deal you lost. What would you do differently?

What a strong answer covers:

  • Why you lost it, from the buyer's point of view, not just price.
  • When the signs appeared and whether you acted on them.
  • A specific change you have since made in how you sell.
How do you find out who really decides in a large bank or health system?

What a strong answer covers:

  • Asking directly about the process, approval limits and committees.
  • Mapping influencers: risk, procurement, the end users, the board where it applies.
  • Checking your map against what actually happens, and updating it.
How would you plan your first year in a new territory?

What a strong answer covers:

  • Starting from existing clients and the most likely needs, not a long list of names.
  • A small number of accounts to go deep on.
  • How you would measure progress before revenue shows up.
What is different about selling to a public agency?

What a strong answer covers:

  • Formal procurement: published requirements, evaluation criteria, contract vehicles.
  • Rules on contact during a procurement, and why they matter.
  • Longer timelines, and budget cycles that decide when money exists.

Practical

A credit union asks you to cut your price by 20% to beat a competitor. How do you respond?

What a strong answer covers:

  • Understanding what they are comparing and whether it is like for like.
  • Trading, not giving: term length, scope, phasing, references.
  • Knowing your walk-away point before the conversation.
Design, at a high level, how a regional bank's staff email and chat would be kept for regulators and reviewed.

What a strong answer covers:

  • Which rules apply to this client, and what they require of retention and supervision.
  • Capture from each channel, an archive that cannot be altered, and a review workflow.
  • Who operates it, how it is evidenced, and how data moves from any old system.
A client's risk team sends a 300-question security questionnaire a week before their decision. What do you do?

What a strong answer covers:

  • Agreeing priorities and a timeline with them.
  • Answering from maintained evidence, accurately, without overclaiming.
  • Learning what in the deal process should have surfaced this earlier.
When would you recommend a partner platform over one of Moraph's own applications?

What a strong answer covers:

  • When the client already runs the platform, or it is the established choice for that need.
  • When our own application fits the regulated workflow better.
  • That the client's outcome, not our product mix, decides.

Team

How do you hand a deal over to the delivery team?

What a strong answer covers:

  • A written handover: what was promised, to whom, and the risks.
  • Introducing delivery to the client before signature.
  • Staying involved through the early weeks.
Tell us about a time an architect or engineer pushed back on what you wanted to propose.

What a strong answer covers:

  • Understanding the concern rather than overriding it.
  • How the proposal changed.
  • What the client ended up with, and whether it worked.
How do you keep a long opportunity moving when nothing seems to happen for months?

What a strong answer covers:

  • A clear next step agreed with the client at every meeting.
  • Staying useful between milestones, not just checking in.
  • Being honest in your forecast when a deal has stalled.

Practical exercise

An exercise to try

Similar to the deal reviews we use. Take 45 minutes, write your answers down, then compare them with ours.

Practical exercise · sales · 45 minutes

A credit union's productivity and compliance deal

The credit union and every number in this exercise are fictional, made up for practice.

Background

A credit union with 220 staff wants to move its email, documents and chat to a modern platform configured for its examiners, with us managing it. Its CIO likes the proposal. Its CFO says a competitor is cheaper and asks for 15% off the licences. Its board must approve any contract over $150,000 in its first year. The board meets in six weeks, and the credit union's examination is in five months.

Exhibit 1 · The proposal
ItemPrice
Platform licences, configured for regulated use$36 per user per month
Managed administration and compliance monitoring$4,500 per month
Implementation (one-time)$48,000

Your task

  1. What is the first-year cost, and the recurring annual cost after that?
  2. What would the 15% licence discount be worth to the credit union each year, and would it change who must approve the deal?
  3. Who is involved in this decision, and what does each of them need?
  4. What would you propose to the CFO, and what are your next three steps?
One way to approach it

1. Cost. Licences: 220 × $36 × 12 = $95,040 a year. Managed service: $4,500 × 12 = $54,000 a year. Recurring annual cost: $149,040. First year adds the $48,000 implementation: $197,040.

2. The discount. 15% off licences is $36 × 0.85 = $30.60 per user per month, or 220 × $30.60 × 12 = $80,784 a year: a saving of $14,256 a year. The first year would be $80,784 + $54,000 + $48,000 = $182,784, still over $150,000. The discount does not avoid board approval, so it does not change the timeline. That is worth saying plainly: the board meeting is the real deadline either way.

3. Who decides and what they need. The CIO needs a credible plan to be ready well before the examination. The CFO needs a fair comparison and a number the board will accept. The board needs to understand the risk of staying on the current setup and the cost of change. The compliance officer, who is not yet involved, needs to know how records will be kept and reviewed, and will be asked about it by the examiners. Bringing them in early is one of the most useful things you can do.

4. A proposal. Ask the CFO what the competitor's price includes: a price for licences alone is not comparable to licences plus managed compliance. Rather than cutting the licence price, trade: a three-year term in exchange for a lower price, or implementation fees spread across the first year's milestones. Then: (1) meet the compliance officer with the solutions architect to walk through retention and review; (2) give the CFO a like-for-like comparison and a board paper draft; (3) agree an implementation plan backwards from the examination date, so the board sees that waiting a cycle puts the examination at risk.

Strong answers notice that the real constraint is the board's calendar and the examination, not the 15%, and do not discount before understanding the comparison.

Your first 90 days

From learning the market to leading pursuits

A typical start, which your manager adjusts to your role and experience.

  1. Days 1–30

    Learn the offer and the rules

    Onboarding on the regulations our clients work under, our applications and the partner platforms we implement and manage. Shadow client meetings, and meet the delivery and operations teams you will hand deals to.

  2. Days 31–60

    Build your plan

    Agree your territory, accounts or pursuits with your manager. Write an account plan for your most important clients and join live opportunities with an experienced colleague.

  3. Days 61–90

    Lead

    Lead your own opportunities and client meetings. Present your plan and pipeline to your leadership, with an honest view of what will close and when.

Where it leads

Paths within the track and across Moraph

Larger accounts

From a territory to the most significant clients in a division, and the pursuits that shape them.

Sales and solutions leadership

Leading a team or a segment, as those roles open.

Between selling and designing

Account leaders and architects work as pairs, and people move between the two roles.

Into product and strategy

Knowing what clients ask for and why they buy is valuable to product and strategy teams. Internal moves are open to everyone.

Into delivery

Some of our strongest delivery leaders started in pre-sales, where they learned what clients really need.

Across markets

Our divisions sell in the Americas, Europe and Asia-Pacific, and internal moves are possible where there is a role.

Questions

Frequently asked questions

How is the role paid?

Every listing shows its pay range, including variable pay where the role has it, and any offer is within that range. Your recruiter explains how variable pay works for the specific role before you interview.

Do I need to bring a book of business?

No. We care about how you sell and whether clients trust you, not a list of contacts you would bring with you.

Do I need experience in regulated industries?

Most roles ask for experience selling to or designing for banks, health systems or public agencies, and the listing says so. Onboarding covers the specific rules of the clients you will work with.

How do account leaders and solutions architects work together?

As a pair on every significant opportunity. The account leader owns the relationship and the commercial case; the architect owns the design and the technical case. Both stay involved into delivery.

Do federal roles need a clearance?

Some do, and the listing says so. Only US citizens can hold a US security clearance.

How much travel is there?

It depends on the territory. Most roles are hybrid, with client visits for meetings, workshops and key decisions. Your recruiter tells you what to expect.