# Masha Andriyenko — AI Market Scan Published example · 1 October 2026 This is the accepted AI-authored audience research, complete email sequences and targeting map. These are search definitions, not purchased contacts, live campaigns or observed commercial results. Raw interviews, prompts and internal provenance are not part of this public edition. Supplier names are redacted; authored findings and letters are otherwise preserved. ## The goal Find employers, sponsors and introducers for a senior commercial role or a selective advisory mandate. ## Estimated audience Around 260,000–1.2 million people Decision owners, commercial/operating sponsors and relevant introducers reached by the nineteen delivered company/title maps in the explicitly listed EMEA, North American headquarters and selected APAC countries. These people may help Masha obtain an EMEA/selective-APAC senior commercial role or advisory mandate; the number is not vacancies, interested demand or verified emails. ## Composition of the whole map The whole is read from parent populations, not the sum of nineteen segment ranges or the number of targeting pairs. - **B2B technology product vendors:** SaaS/enterprise software, application AI, developer/model infrastructure, measurement/revenue technology, conventional financial APIs and advertising infrastructure. The widest business-software parent is very broad; specialist AI/AdTech/financial parents add partly different companies but are also nested. H06's advisory buyers are mainly the same product-company owners, not another independent founder market. An approximate 300,000–1,000,000 global composition across founder/CEO/owner and net additional commercial, regional, technical and talent functions gives roughly 200,000–850,000 in the chosen geography. - **Inventory-owning publishers and media businesses:** mobile games/non-gaming apps, digital/streaming/audio publishing and commerce-media units. Their narrow-to-broad parents share platform groups but are not identical to infrastructure suppliers. Parent-company founders/CEOs, business-line heads, monetization/partnership owners and routers are all counted. The grouped global composition is roughly 60,000–240,000, giving about 33,000–200,000 location-addressed people. - **Travel distribution operators:** API/GDS and software vendors substantially sit inside the product parent; OTA/metasearch/affiliate/accommodation operator leadership contributes additional people. Only that net operator contribution, roughly 10,000–50,000 in the chosen geography, is incremental here, while H08's complete standalone range still counts every delivered lane. - **Technology services/advisory delivery:** AI/software practice leadership and GTM/RevOps/CRM co-delivery owners largely share one mid-to-broad services parent, not separate populations for every partner badge. Roughly 50,000–185,000 globally gives about 33,000–160,000 location-addressed people. - **External placement:** specialist search/commercial recruiters and senior interim/advisory matchers form a partly distinct narrow-to-broad intermediary parent. Approximately 37,000–130,000 globally gives about 24,000–110,000 location-addressed people. Their clients are not added a second time. - **Investor and venture-building platforms:** VC, growth-equity/PE sponsors and studio/internal operating-team buyers share institutions, partners and talent functions. A mid parent with narrow specialist teams, roughly 30,000–90,000 globally, gives about 20,000–77,000 in the listed countries. Portfolio-company employees are not counted again as fund professionals. - **Programme/community organisers:** accelerator/incubator, mentor/expert matching and curated leadership-network operations are overlapping narrow populations. Roughly 6,000–25,000 globally gives about 4,000–21,000 location-addressed organisers and introducers, not their downstream founders or members. Those parent views still intersect: a diversified software group can own media/travel/payment units, an adviser can also be a founder or studio operator, and a recruitment/matching firm can operate a delivery network. The narrower and fuller overall compositions allow this residual overlap and uncertainty, yielding the rounded **260,000–1.2 million** range. The parent figures are explanatory readings, not independently measured slices or an addition formula. ## Calibration and geography The frozen card's very-broad founder/CEO/owner p25/median/p75 (120,000/250,000/460,000) anchors the broad software parent; broad and mid founder medians (77,000/23,000), plus narrow 2,500, anchor specialist parents. Other C-level, VP/head/director, manager/lead and other-title groups all contribute where delivered. Plain Partner, Principal, Mentor and EIR are not silently treated as CEOs; title wording and actual role are distinct. The observed heavy within-population title overlap is why functional and synonym totals are never simply added. All founder, chief-executive, owner and managing/general-partner lanes remain in both readings. There are no measured geographic shares in this calibration. My assumed share of global index reach is 65–85% for software/AdTech/travel/finance/services and institutional intermediaries, 75–95% for concentrated enterprise-AI/infrastructure populations, and 55–85% across mobile/media publishing. These shares describe the broad listed recipient-location footprint, including headquarters owners elsewhere who can control EMEA scope; they are not a measured share of suitable open EMEA jobs. Segment-specific narrower readings are stated on their ranges. Person country does not verify regional responsibility, employment eligibility or a vacancy. The exclusions comparison is date-confounded, so no numerical exclusion multiplier is inferred. This range is an educated map-reach forecast, not a census or confidence interval. It establishes neither contactability nor demand, does not cap paid sourcing, and predicts no emails sent or interested replies. # 1. H01 — Advertising platforms — own EMEA commercial expansion and partner revenue Direct senior commercial roles in ad networks and advertising infrastructure, where publisher/developer adoption and strategic partnerships produce platform revenue. Pangle is the closest proof; Snap and TravelTech add revenue-book and platform-deal experience. ## Audience research # H01 — Advertising platforms: own EMEA commercial expansion and partner revenue ## A direct route with unusually close proof Ad networks, mobile advertising platforms, programmatic supply/demand platforms and ad-monetization infrastructure companies make money when advertisers, publishers and distribution partners actually adopt their platform and transact through it. A capable product does not by itself secure the developer relationships, commercial terms, regional coverage or internal coordination needed to grow that business. The situation worth approaching is a company building or extending an EMEA commercial remit with meaningful responsibility for partner adoption and revenue. It need not have an advertised vacancy: a founder or CRO may be deciding how to staff the next commercial phase. This is the closest direct employer world to Masha's five-year Pangle expansion account. It also uses the rest of her contribution: the Snap revenue-book expansion and strategic deals, publisher/developer relationships, yield and SDK adoption work with product/data teams, multi-country negotiation and a habit of distinguishing usable pipeline from activity. Her proposition is senior commercial ownership, not buying ads on the employer's behalf and not supplying advertising inventory from TikTok. ## Market reality and the recipient's incentive Moloco publicly describes a direct advertiser-demand SDK and connections to publishers' mediation stacks. That is observable evidence of an ecosystem in which adoption and commercial partner relationships matter. PubMatic's Trainline announcement demonstrates an EMEA platform partnership involving inventory, data and monetization, and names a regional commerce-media commercial function. These sources support the revenue mechanism; they do not prove staffing demand at either company. [Moloco SDK](https://www.moloco.com/capabilities/moloco-ads/sdk), [PubMatic–Trainline announcement, 3 June 2025](https://pubmatic.com/news/trainline-leverages-pubmatics-commerce-media-technology-to-scale-programmatic-advertising-across-europe/). The final yes-owner is typically the founder/CEO at a smaller platform or the CRO, CCO, regional GM or global partnerships leader at a scaled one. Heads of supply, demand, publisher development or platform partnerships can be operational sponsors, depending on what the remit owns. The benefit to them is a commercial operator who understands both partner economics and adoption dependencies rather than treating a signed agreement as the end of the work. A people leader may route the candidate but does not make the commercial budget real on their own. ## The exchange and the right conversation Ask whether an EMEA partnerships/business-development or monetization-growth mandate would benefit from this background, with an invitation to compare the commercial scope. Lead with Pangle's client-supplied 120% five-year CAGR and the specific responsibility behind it; Snap provides a second, distinct proof of growing a revenue book. A useful reply identifies the commercial owner and a relevant mandate, not merely invites Masha to buy the platform. Advisory can be a selective alternative for a defined ecosystem-growth problem, but the primary approach should be recognizable as a senior-operator conversation. The native letter is about scaling an advertising platform's business. It is not the publisher-yield letter in H02 or the measurement-software letter in H07. Supply and demand lanes can share this world because the proposed contribution remains platform partnerships and regional revenue; Arms should preserve the meaningful title vocabulary on both sides instead of searching only `CEO`. ## Findability, boundaries and allocation Research directions include mobile advertising platform, ad network, advertising technology platform, programmatic advertising platform, supply-side platform, demand-side platform and publisher monetization technology. Relevant recipient titles include Founder, Chief Executive Officer, Chief Revenue Officer, Chief Commercial Officer, General Manager EMEA, VP Partnerships, VP Business Development, Head of Supply and Head of Publisher Partnerships. These are vocabulary leads, not a finished pair matrix. Use regional responsibility rather than assuming every EMEA-based salesperson controls hiring. No crypto, gambling or adult-focused platforms; no consumer acquisition/execution role. Broad advertising platforms are not excluded merely because some customers operate an excluded vertical; the proposed remit itself must be compatible with her boundary. Do not promise that Masha brings advertiser lists, current employer agreements or an SDK she can sell independently. **Initial weight: 15.** This receives the largest individual weight because the actual work, commercial language and strongest recent proof align directly. It is not an assumption of fifteen times the response rate. Senior-team scope, the size of the addressable leadership pool and competing candidates remain unknown; those uncertainties do not justify underweighting her best demonstrated world. ## Why this sequence The reader can hire or sponsor an EMEA commercial leader at an advertising platform. The opening puts Masha's identity and two independent growth results ahead of the role request, then explains the work behind them: publisher/developer agreements, SDK adoption and coordination with product/data teams. Four-language coverage adds a practical regional strength. The ask is a senior operating-role conversation, not access to Pangle inventory or a sale on TikTok's behalf. Follow-ups openly repeat that interest, with one adoption-to-revenue reminder and an internal routing request when useful. No vacancy, current growth problem or existing relationship is attributed to the recipient. ### Email 1 — Opening Subject: EMEA partnerships leadership Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko, Business Development Director EMEA at TikTok's Pangle ad network. I've led its EMEA commercial expansion with 120% CAGR over five years. At Snap, I grew my gaming and mobile-app book from $2M to $8M in quarterly revenue. I'm exploring my next senior role, owning partnerships and commercial growth for an advertising platform. My work connects developer and publisher agreements with SDK adoption, yield models and revenue, alongside product and data-science teams. I'd bring that experience to building an EMEA partner business, from commercial terms through to productive adoption. I'm London-based and work in English, Polish, Russian and Ukrainian. Would you be open to discussing a senior EMEA partnerships or business-development role with that scope? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did my note about an EMEA partnerships role reach you? I'd like to hear what you would want a senior commercial leader to own and whether my platform-growth background fits. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. The part I'd want to own in a next role is the link between a partner agreement and the revenue it produces. At Pangle, that means working with publishers and developers as well as product and data teams on adoption. Is that kind of EMEA partnerships leadership relevant to your plans? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope all is well with you. I'd still like to speak about a senior partnerships or business-development role on your platform team. If someone else owns that decision, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Is this a question of timing, or are you looking for a different commercial profile? I'd appreciate your view on whether the EMEA partnerships scope I described could be relevant. Best, Masha ## Targeting 3,025 exact company-description / role-title combinations. Full rows are in the companion CSV. # 2. H02 — Mobile publishers — B2B monetization and platform partnerships Direct monetization/partnerships ownership inside ordinary mobile-game and app publishers. Retained as a proof-rich B2B commercial remit, not consumer acquisition work; the exact mandate-versus-employer interpretation of the client's B2C exclusion is preserved explicitly. ## Audience research # H02 — Mobile game and app publishers: B2B monetization and platform deals, not consumer marketing ## The commercial world behind a consumer-facing app A mobile publisher can have a consumer product and still need a senior operator whose customers and counterparties are businesses: ad networks, mediation platforms, publishing partners, distribution platforms and technology suppliers. The relevant mandate owns monetization economics, platform agreements, partner diversification and the path from a negotiated deal to productive adoption across a portfolio. The excluded mandate is running app-install campaigns, consumer lifecycle messaging or community/brand marketing. Masha has worked on the platform side of precisely these relationships at Pangle, alongside mobile developers and publishers, yield models and SDK adoption. Snap adds commercial experience with gaming and mobile-app advertisers. Moving to the publisher side changes whose economics she owns but does not require inventing a new professional identity. A publisher can value someone who understands what the network needs to make a partnership work and can coordinate the commercial and product sides. Her four-language EMEA experience is useful for partner negotiations, not a claim of expertise in game design or consumer psychology. ## The boundary must remain visible Her exact words exclude “B2C or consumer-marketing mandates.” I read this as a role/remit exclusion, reinforced by her affirmative requirement to own partnerships or monetization outcomes. On that reading, senior B2B monetization inside a games/app company remains admissible. A broader reading — no role inside any B2C employer — would close this world, but the interview does not explicitly name employers and it sits against unusually strong publisher-facing proof. Retaining this well-grounded world is not permission to offer B2C work. If later client clarification explicitly closes consumer-product employers, it supersedes this reading. Until then, qualify the commercial remit rather than suppress the population. ## External evidence and decision path Moloco's accessible SDK material describes publisher integration with advertiser demand and includes the real title `Head of Ad Monetization`, alongside publisher monetization and GM Ads functions. It supplies evidence for both the business mechanism and the title culture, not a promise that a named publisher is hiring. [Moloco publisher SDK and customer accounts](https://www.moloco.com/capabilities/moloco-ads/sdk). At an independent publisher the CEO/founder or commercial leader can approve a leadership hire or portfolio advisory scope. At a larger group, a VP Monetization, revenue leader or GM may own the budget, with a Head of Ad Monetization or Partnerships as sponsor. The final decision is in the publisher organization, not at its ad-network vendor. A role below VP can still fit if it owns outcomes; conversely, a monetization analyst or ad-operations executor does not fit just because it touches yield. ## A proposition the recipient can act on The offer is to own the business side of the publisher's monetization ecosystem: commercial partner choices, terms, adoption priorities and sustainable partner revenue. Ask about a senior monetization/partnerships remit or a defined portfolio monetization engagement. Lead with publisher-facing Pangle work, backed by the expansion result; use Snap's gaming/app revenue history as supporting context. Do not claim to have managed a game's entire IAP economy, run a publisher P&L, solved its current waterfall or diagnosed its present revenue shortfall. This requires a publisher-native letter. Sending the generic employer letter “I scale SaaS sales” discards the reason this recipient would respond; sending the network-expansion letter implies ownership of the wrong side of the transaction. Ordinary game studios and non-gaming app publishers are lanes in this world when their mandate is the same B2B ad-platform monetization problem. Pure subscription product growth belongs here only if the remit is commercial platform partnerships, not consumer conversion optimization. ## Findability and effort Find mobile game publisher, mobile game studio with ad monetization, mobile app publisher, free-to-play game publisher and app portfolio operator. Use CEO, Founder, Chief Commercial Officer, VP Monetization, Head of Monetization, Head of Ad Monetization, Director of Monetization, Head of Partnerships and relevant GM titles according to actual scope. `Free-to-play` is not `real-money gaming`; explicitly protect the client's no-gambling boundary without excluding all games. No broad consumer or gaming company exclusion is justified. **Initial weight: 13.** This is intentionally high, close to the platform-employer world: the counterparty familiarity and recent proof are real. It is slightly lower because moving from network expansion to ownership of publisher outcomes is a transfer, and not every publisher will have an appropriately senior commercial function. A blanket exclusion would lose one of Masha's best-supported opportunities, while a low symbolic prior would hide the same mistake in a number. ## Why this sequence The employer owns an app portfolio; Masha would own its business relationships with ad platforms, not consumer marketing. The opening uses Pangle's publisher/developer work, its EMEA expansion result and the separate Snap book result, then makes the proposed ownership concrete. This follows the grammatical scope of Masha's original exclusion: “No B2C or consumer-marketing mandates.” Research also records a possible broader employer-wide reading. No new client permission is invented here: the offered scope remains expressly B2B platform partnerships and monetization. I preserve that interpretation and the unresolved broader reading for downstream targeting, rather than erase the proof-rich world or write consumer-growth copy. No game economy, IAP management or publisher-wide P&L is claimed. ### Email 1 — Opening Subject: Senior monetization partnerships Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko. I lead EMEA commercial expansion at TikTok's Pangle ad network, with 120% CAGR over five years, working with mobile developers and publishers on partnerships, yield models and SDK adoption. At Snap, I grew my gaming and mobile-app book from $2M to $8M in quarterly revenue. I'm exploring my next senior role in a publisher's B2B monetization and platform partnerships business. I'd bring the network-side perspective to choosing ad-platform partners, negotiating commercial terms and making those agreements work across an app portfolio, with product and data teams involved in adoption. That combination is what interests me: ownership of partner economics and the revenue they produce. I'm based in London and work across EMEA in four languages. Would you be open to discussing a senior role owning that monetization-partnerships scope? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you have a chance to read my note about senior monetization partnerships? I'd like to hear whether ownership of ad-platform relationships and commercial terms is a role your team would consider. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. My interest is in making a publisher's platform deals productive across its portfolio: the partner choice, the economics and the adoption work behind the agreement. That's the junction I've worked on from Pangle's side. Would that experience be useful in your monetization team? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope all is well. I'd welcome a conversation about the B2B monetization role I outlined. If the decision sits with a different commercial or monetization leader, would you point me to the right person? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does the platform-partnerships scope I described fit what you'd want a senior monetization hire to own? I'd appreciate a reply on the remit or timing, so we can see whether a conversation makes sense. Best, Masha ## Targeting 1,235 exact company-description / role-title combinations. Full rows are in the companion CSV. # 3. H03 — B2B SaaS — senior EMEA revenue and partner-led expansion Founders, CROs and regional business owners staffing sustained commercial ownership of EMEA expansion. Covers international, scaled and growth-stage software businesses and relevant vertical-software lanes, rather than only an advertised vacancy or a particular funding round. ## Audience research # H03 — B2B SaaS platforms: senior ownership of EMEA revenue and partner-led expansion ## The situation is a revenue remit, not just a funding stage The recipients are founders and commercial leaders of B2B software companies entering new EMEA markets or moving beyond a fragmented, founder-dependent regional commercial motion. This includes established international vendors, VC-backed scaleups and bootstrapped software businesses; seed-to-Series-C is the client's named range, not a provider-enforced boundary or an exclusion of scaled platforms. The decision is whether a senior person should own regional GTM, strategic partnerships and commercially meaningful growth rather than add another individual seller under an unchanged plan. A native proposition can connect Masha's experience building platform partnerships, negotiating cross-border deals and growing real revenue to that remit. Her advisory experience supplies smaller-company context; CRM, forecasting, ICP design and automation are part of the operating method, not the product being sold. She should not be positioned as a first-time seller with a recognizable logo or as a software implementation contractor. ## The world exists outside the intake CSA Labs EMEA explicitly describes search demand from international software vendors building EMEA operations and scaleups entering or scaling the region, including country and commercial leadership. Intrinsic describes retained European SaaS commercial leadership searches across several markets. Those first-party service descriptions support the hiring mechanism and language, not a census of vacancies or evidence that a particular employer is recruiting today. HubSpot's solutions ecosystem supplies a separate example of commercial distribution through partners. [CSA Labs EMEA executive search](https://csa-emea.com/executive-search-emea/), [Intrinsic European SaaS search](https://www.intrinsicsearch.com/), [HubSpot Solutions Partner Program](https://www.hubspot.com/partners/solutions). The final yes-owner is the CEO/founder or CRO/CCO, or a regional president/GM who can change the remit and commit a budget. Partnerships or channel leaders can sponsor the conversation when they need a senior regional operator. HR/talent is a useful internal route to the same decision, not a separate segment. An existing CRO can hire a Partnerships Director or EMEA commercial lead; that is often a more accurate scope than automatically pitching for the recipient's own job. ## Why Masha, and what is being exchanged The strongest cards are the Pangle multi-year regional expansion, Snap's revenue-book result, 50+ strategic deals and her startup advisory record. The synthesis is an operator who can connect the right market, proposition, partners and forecast to revenue responsibility. A good next step compares the company's EMEA growth plan with a senior business-development, partnership or GTM remit. It should be answerable even without an advertised job: is this kind of ownership relevant to the next phase, or who is accountable for it? Do not convert ad revenue into SaaS ARR, describe Snap's quarterly revenue as company-wide revenue, or claim that she has already been a CRO. Full revenue-engine jobs may be worth discussing, but the supplied record does not document ownership of all SaaS sales, retention and customer-success functions. Copy can confidently sell the actual accomplishments and their transfer rather than announcing that gap. This is distinct from H06's bounded founder-advisory proposition: here the company is staffing ongoing senior ownership of an international commercial remit. It is also distinct from enterprise AI commercialization in H04, where the pilot-to-paid and deployment-partner problem changes the best letter. Security, HR, logistics, legal, compliance and other vertical SaaS types are not new campaigns merely because the product nouns change; retain them as company lanes when the native exchange remains EMEA growth leadership. Masha has not ruled out these industries. ## Findability and prior Research company language such as B2B SaaS, enterprise software, cloud software, business software platform, vertical SaaS and subscription software. The title culture includes CEO, Founder, CRO, CCO, President EMEA, Managing Director EMEA, General Manager, VP Sales, VP Partnerships, VP Business Development and Head of Alliances. Arm descriptions should point to international commercialization rather than requiring a known funding event. Local language requirements and working location need later qualification; Masha's English and four stated languages are useful but not universal language coverage. **Initial weight: 14.** SaaS is explicitly named by the client, has an observed senior-commercial hiring route and can use several independent proofs. It merits a share comparable to AdTech, not a small diversification bet. The modest difference reflects less directly documented enterprise SaaS operating history, not a new restriction. Exact title, team size, compensation and start date remain matters for a real conversation. ## Why this sequence The commercial owner is choosing who should take responsibility for regional growth. Masha's proposition includes market selection, partner distribution, strategic deals and a forecast connected to revenue; it is not limited to individual sales execution. Pangle's growth and Snap's book result establish scale, while 30+ advised technology businesses establish smaller-company context. The opening asks about a senior role with those responsibilities without claiming she has already been a SaaS CRO or offering to replace the recipient. Internal talent and functional sponsors can route the same correspondence to its hiring owner. The follow-ups preserve employment as the immediate exchange, rather than drift into an advisory product. ### Email 1 — Opening Subject: Senior EMEA growth role Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko, a London-based commercial leader at TikTok's Pangle ad network. I've led its EMEA expansion with 120% CAGR over five years. At Snap, I grew my gaming and mobile-app book from $2M to $8M in quarterly revenue; through SLSBMB, the consultancy I co-run, I've advised 30+ startups and scaleups. I'm exploring my next senior role in B2B SaaS, owning EMEA go-to-market and partnerships. I bring the combination of cross-border deals, partner-led distribution and pipeline discipline: choosing where to grow, building the commercial relationships and keeping the forecast tied to business that can actually close. I work in English, Polish, Russian and Ukrainian, with experience across EMEA and APAC. Would you be open to discussing a senior EMEA growth or partnerships role where that combination could contribute? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good week. Did my note about a senior EMEA commercial role reach you? I'd be glad to discuss the markets, partnerships and revenue outcomes you'd want that person to own. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. What I'd bring is ownership from market choice through partner deals to the forecast. My platform work and startup advisory have both taught me to look past meeting volume and ask what will produce revenue. Is that the kind of EMEA growth responsibility you could see on your team? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. I'd still like to talk about a senior EMEA GTM or partnerships role. If another leader owns regional commercial hiring, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. Is the role I described relevant but not timely, or would a different commercial scope fit your plans better? A short reply would help us establish whether there's a useful role conversation here. Best, Masha ## Targeting 3,078 exact company-description / role-title combinations. Full rows are in the companion CSV. # 4. H04 — Enterprise AI applications — repeatable commercialization of business workflows B2B AI application founders and commercial leaders deciding who should own GTM, adoption-linked partnerships and enterprise revenue. The application-commercialization exchange differs from AI infrastructure distribution and does not imply engineering or model-research expertise. ## Audience research # H04 — Enterprise AI applications: commercialize useful workflows into repeatable business ## A named client market with its own commercial friction AI application companies selling workflow software to organizations have to convert interest and experimentation into a repeatable business. The relevant worlds include enterprise search/knowledge platforms, business-process agents, customer-support automation, revenue-workflow AI, document intelligence and other B2B AI applications. The commercial owner needs an ICP, a clear economic proposition, the right sales and partner motion, and coordination between promised outcomes and product delivery. This is not a job training models or providing general consumer-chatbot marketing. Masha explicitly wants AI commercial opportunities and has advised AI/SaaS/AdTech companies through SLSBMB. Her technology-platform growth history is a useful complementary card: she has worked where adoption, commercial terms and product/data coordination interact. The credible transfer is commercial ownership around a technical product, not an assertion that she has already run a frontier-AI enterprise sales organization. ## A real ecosystem, not just an AI label Glean's 25 August 2026 partner-network announcement describes referral, commercial, services/solutions and technology pathways and names partners operating across regions including EMEA. Its explanation links enterprise AI to integration, adoption and partner-delivered work. This directly supports the recipient situation: successful commercialization can depend on more than direct sales. It does not establish that Glean needs a new executive or that all AI vendors share a single sales motion. [Glean Partner Network announcement](https://www.glean.com/press/glean-launches-global-partner-network-to-scale-its-growing-enterprise-ai-ecosystem). The final decision normally sits with the founder/CEO, CRO/CCO or regional GM. A global VP Partnerships, commercial head or business-development leader can sponsor a narrower senior role. The incentive is to give the commercial motion a responsible operator who can make partner routes and qualified pipeline work together. CTOs and product leaders may help define delivery feasibility but should not be assumed to own employment/advisory budget. A technical-founder CEO is still a perfectly valid final yes-owner. ## The exchange that stays within the evidence Propose senior ownership of EMEA GTM or strategic partnerships for a B2B AI platform, framed around commercial adoption and measurable revenue rather than around model sophistication. Ask whether an operating remit in that area is timely. Support it with Pangle's expansion, her cross-border platform-deal record and startup advisory experience; practical LLM/automation use in her toolkit can make her an informed commercial collaborator without becoming a certification or engineering claim. For Copy, the opportunity is to make the commercial bottleneck recognizable without asserting “your pilots do not convert” or “your sales team is broken.” Offer the relevant capability and invite a scope conversation. Do not guarantee production-deployment success, a customer ROI multiple, a pre-existing enterprise buyer network or a 3–5x result at every AI company. Procurement, security, compliance and implementation can affect the eventual remit, but the opening need not volunteer a list of things Masha has not done. This is a distinct letter from established SaaS expansion because the offer must connect AI adoption to commercial repeatability and appropriate delivery partners. Developer API/model/inference firms in H05 have a different distribution and embedding exchange; a foundation-model lab also selling an enterprise application can have both real remits, but company overlap does not justify duplicating the same person and ask. Arms should find a recognizable business-model population rather than require a private diagnosis of failed pilots. ## Finding the people and allocating effort Useful company language includes enterprise AI platform, B2B AI software, workflow AI, AI agent platform for businesses, enterprise search software and AI automation software. Founder, CEO, CRO, CCO, VP Go-to-Market, VP Partnerships, Head of Business Development and regional GM titles are relevant; technical staff are not a stand-in for the budget owner. Clinical/regulatory AI, hardware autonomy and defence AI can be product lanes only when the remit is ordinary B2B commercialization and the role does not require specialized credentials absent from the record. Pure research leadership and consumer growth remain outside. **Initial weight: 12.** AI is an explicit positive priority, backed by advisory experience and observable enterprise partner channels. It belongs near the centre. The weight is below the closest AdTech/SaaS remits because deep enterprise-AI sales proof is less documented, and some products have long technical qualification cycles. That is a transfer-distance judgment, not a rejection of the named AI market. ## Why this sequence This reader commercializes an AI application used in business workflows. The proposed role connects the customer proposition, sales/partner routes and adoption to paid business; the letter does not diagnose the reader's internal conversion rate. Pangle expansion with product/data coordination is evidence of commercial work around technical adoption, and startup advisory is independent evidence of GTM judgement. The candidate wants an EMEA GTM/partnerships role, not to sell Pangle, deliver a frontier model or offer a guaranteed ROI. Pings continue the hiring question; they do not lecture the founder about AI market trends. ### Email 1 — Opening Subject: EMEA commercial leadership for AI Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko. I lead EMEA commercial expansion at TikTok's Pangle ad network, with 120% CAGR over five years, working with product and data teams on partner adoption. Through SLSBMB, the consultancy I co-run, I've also advised 30+ AI, SaaS and AdTech startups and scaleups on GTM, partnerships and pipeline quality. I'm exploring my next senior commercial role at a B2B AI company. I want to own how a platform reaches the right customers, builds useful delivery and distribution partnerships, and turns adoption into revenue across EMEA. I'd bring hands-on platform growth together with startup GTM experience: a clear customer proposition, commercially useful partners and a pipeline you can plan against. I'm based in London and work in four languages. Would you be open to discussing a senior GTM or partnerships role with that ownership? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you get a chance to read my note? I'd like to discuss a senior EMEA GTM or partnerships role for your AI business and hear what commercial outcomes you'd want it to own. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. The contribution I'm interested in is joining the customer proposition, partner routes and adoption work into one commercial plan. My experience spans platform expansion and advising technology founders on precisely those GTM decisions. Would that combination be useful in a senior role on your team? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope all is well. I'd still welcome a conversation about senior commercial ownership for your AI platform. If another leader owns EMEA GTM or partnerships hiring, would you point me their way? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Would a senior role connecting EMEA GTM, partnerships and revenue be relevant to your plans? I'd appreciate your view on the scope or timing. Best, Masha ## Targeting 1,710 exact company-description / role-title combinations. Full rows are in the companion CSV. # 5. H05 — AI infrastructure — commercial distribution and strategic partner ecosystems Direct commercial roles at model, inference and developer-facing AI providers whose adoption depends on cloud, integration and enterprise-delivery partners. Connects Masha's SDK/API and platform-growth experience to an evidenced distribution mechanism, without borrowing technical certifications. ## Audience research # H05 — AI model and developer-infrastructure providers: build the ecosystem that brings commercial adoption ## The distribution problem differs from selling one workflow application Model, inference and developer-facing AI platforms can grow through cloud partners, software builders, integrators and strategic distribution agreements. The commercial outcome is a productive ecosystem: partners embedding or bringing the technology to customers, agreements that create mutual economics, and a credible path from a signed partnership to usage and revenue. The recipient is the provider's business leader, not an engineer asked to assess Masha's model-building skill. Masha's transferable strength is commercialization of a technical platform through counterparties. Pangle combines SDK adoption, developer/publisher relationships and commercial expansion; TravelTech adds API-linked distribution contracts; startup advisory adds GTM design. Together these are a stronger basis than “she uses AI tools, therefore she can lead an AI lab.” Her own practical toolkit helps her converse with product teams, but she is offering commercial leadership, not research, solutions architecture or compute procurement expertise. ## The market trace supports the actual channel Mistral's partner page distinguishes cloud/strategic technology, consulting, ecosystem and integration partners. Anthropic's 12 March 2026 network announcement describes joint market development, local GTM support and partner-facing investment to help enterprises adopt its technology. These are observable distribution relationships, rather than merely a list of AI companies. [Mistral partners](https://mistral.ai/partners/), [Anthropic Claude Partner Network](https://www.anthropic.com/news/claude-partner-network). The claim is limited: such platforms operate partner channels, and those channels have commercial leadership. It is not evidence that either named company has an available senior position. The discovered Mistral job page could not be read beyond its JavaScript shell, so no vacancy or current hiring requirement is used as a proof. ## Who can say yes and why they would respond A founder/CEO, CRO, global business-development/partnerships head or regional GM can approve the operating remit. A head of alliances or strategic partnerships can sponsor a regional senior hire with commercial responsibility. The benefit is someone able to align the platform's technical value, partner economics and market execution rather than accumulating logo announcements. The next step is a discussion about an EMEA ecosystem/business-development mandate: which partner routes need an accountable operator, and would her platform history fit? The native proposition is partner-driven distribution and adoption of infrastructure, not “I can sell your enterprise assistant.” H04 remains the better world for workflow-application GTM. Cloud or software firms with a specific AI distribution business can fit this article, but a generic hardware supplier, data-centre engineering role or laboratory research function does not. A large firm can contain both kinds of role; actual remit, not its most fashionable company label, determines the correspondence. ## Copy and Arms navigation Lead with the concrete platform-adoption responsibility and an appropriate growth proof. Use API/SDK commercial experience to explain why this is a plausible transfer. Do not imply existing relationships with Microsoft, AWS, Anthropic or Mistral, technical partner certifications, authorized access to TikTok's ecosystem, or power to deliver an engineering integration independently. Strategic content/data-licensing remits may be a nearby partnership lane, but rights clearance or specialized licensing achievements are not supplied and should not be invented. Company vocabulary leads include AI model provider, enterprise AI infrastructure, AI inference platform, developer AI platform, AI API provider and model-serving software. Find Founder, CEO, CRO, Head of Global Business Development and Partnerships, VP Strategic Partnerships, VP Alliances, Director of Partnerships and relevant regional GM functions. Developer community advocacy without revenue responsibility is not the mandate. Global headquarters outside Europe can still own an EMEA role; a US recipient is not automatically an invitation to relocate. **Initial weight: 8.** This preserves a substantial part of the client's explicitly named AI opportunity, with a real distribution mechanism and several relevant platform proofs. It is below application AI and the closest AdTech remits because enterprise alliances and infrastructure procurement can demand experience not established here, and the commercial leadership population is narrower. That uncertainty belongs in the research allocation and claim selection, not in an opening letter that apologizes for the candidate. ## Why this sequence The reader works for the infrastructure provider, not for an application vendor or delivery consultancy. The offer is senior EMEA ownership of partner distribution, commercial economics and the path from agreement to adoption. Pangle's expansion is accompanied by the technical-commercial work behind it; TravelTech adds an independent API/distribution history. Neither tool familiarity nor another vendor's partner programme is presented as Masha's certification or relationship. The pings maintain the same candidate proposition and invite the appropriate hiring owner into the conversation. No named cloud partner, vacancy or private ecosystem access is fabricated. ### Email 1 — Opening Subject: EMEA strategic partnerships for AI Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko, a London-based platform partnerships leader. At TikTok's Pangle ad network, I lead EMEA commercial expansion with 120% CAGR over five years, working with developers and product teams on SDK adoption. Earlier, across Aviasales, Momondo and Finalprice, I secured 100+ strategic contracts and built API-linked distribution partnerships in EMEA and APAC. I'm exploring my next senior role in strategic partnerships at an AI infrastructure provider. The work that interests me is building a partner business around software builders, integrators and distribution channels: the right commercial terms, a reason for both sides to invest, and adoption that produces usage and revenue. I'd bring experience joining platform growth with the product work needed to make a deal productive. Would you be open to discussing a senior EMEA ecosystem or business-development role with that responsibility? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good week. Did my note about EMEA strategic partnerships reach you? I'd like to hear whether a senior role owning partner distribution and commercial adoption is relevant to your AI platform. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. The part I'd want to own is what happens after the partnership is signed: aligning commercial incentives with the adoption work that makes the relationship valuable. That's been central to my SDK and API platform experience. Would it be useful to discuss that scope for EMEA? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. I'd still welcome a conversation about the senior ecosystem role I outlined. If the EMEA partnerships decision sits with another leader, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. Is the partner-distribution responsibility I described something you could see a senior hire owning? I'd appreciate your view on the scope and timing, so we can judge whether a role conversation is worthwhile. Best, Masha ## Targeting 1,605 exact company-description / role-title combinations. Full rows are in the companion CSV. # 6. H06 — Founder-led technology ventures — selective GTM and pipeline advisory Direct paid advisory/operating scopes for AI, SaaS and AdTech founders who need senior commercial judgment and outcome ownership without immediately hiring a permanent executive. The 30+ startup record and historical early-stage pipeline results are central, not a software-sales offer. ## Audience research # H06 — Founder-led AI, SaaS and AdTech ventures: a selective advisory mandate to make GTM and pipeline usable ## A direct buyer who is not yet ready for another full-time executive A funded or revenue-bearing early-stage technology founder can need senior commercial judgment before a permanent regional leadership hire makes sense. The problem may be an unclear ICP, a partner motion that creates meetings but no business, a pipeline the founder cannot forecast, or a new-market plan without a repeatable commercial model. The exchange here is a paid, bounded advisory/operating engagement with agreed commercial outcomes — not outsourced SDR volume, a generic sales deck or the sale of SLSBMB software. This world is expressly within Masha's mandate, not a fallback invented because a job search might be difficult. She supplied advisory experience with 30+ startups and scaleups, including Fundmates, and historical GTM playbooks generating 3–5x pipeline for early-stage clients. Her own framing emphasizes CFO-reviewable pipeline and GTM that receives real answers. Platform-deal and international expansion experience can distinguish her from advisers whose experience is only demand-generation execution. ## There is a real market for the engagement format The independent commercial operator Nick Bottai publicly offers embedded, outcome-owned fractional leadership for B2B SaaS and FinTech businesses in the UK/EU. That is a primary participant's evidence of the paid leadership format and recipient language, not a benchmark of Masha's pricing, time commitment or performance. Bullingstone's search description separately identifies the transition beyond founder-driven commercial leadership. [Nick Bottai's fractional commercial offer](https://nickbottai.com/), [Bullingstone SaaS revenue leadership](https://www.bullingstone.com/saas-cro-executive-search). The useful inference is that founders can buy senior commercial ownership without immediately committing to a permanent hire. It is not that every seed company has budget, that all advisory work must be fractional CRO, or that Masha has accepted another provider's minimum term. Bootstrap and founder-funded businesses can fit when the scope and economics are viable. Pre-product speculative ideas with no actionable customer proposition are much less relevant than a business trying to turn actual commercial traction into a working system. ## Decision, incentive and immediate ask The founder/CEO usually has the final decision, sometimes with a board or investor approving budget. An existing CRO may sponsor a specific partnerships or regional GTM advisory scope but should not be asked to hire an adviser to replace them. The incentive is to resolve a meaningful commercial decision and give it senior ownership without pretending that more outbound activity will do the job. Ask whether a selective engagement around GTM, partner strategy or pipeline quality would fit the next phase. A short scoping discussion is a sensible next step. Masha can discuss the baseline, the decisions she would own and what an outcome means; there is no supplied four-week package, fixed fee or free audit to promise. Keep her current employment/start-date arrangements for real qualification, without claiming immediate availability. ## Why this deserves its own campaign This is not H03 with the word “consulting” added. The buyer is choosing a bounded senior contribution to founder-led commercialization, not staffing ongoing regional leadership. A letter about a full-time EMEA director vacancy would miss the reason this founder could reply. Conversely, this letter should not reach every mature platform CEO as if their business lacks a working revenue system. Advisory in an established company can still fit if it is the same defined operating problem; company age alone does not determine membership. Useful search descriptions include early-stage B2B SaaS, enterprise AI startup, venture-backed software startup, B2B technology company and emerging AdTech platform. Founder, Co-Founder and CEO are strongest decision lanes; a genuine CCO/CRO at a smaller venture can also own the scope. Funding stage, headcount and revenue are not implemented numeric filters. Arms can describe the intended maturity without reporting it as verified for every returned company. ## Truthful proof and prior Use 30+ advised companies and the historical pipeline result with its early-stage context. Do not turn pipeline into signed revenue, attach a specific result to Fundmates without evidence, promise 3–5x for the recipient, or present the Sending Engine as Masha's personal product. CRM intelligence, automation and analytics support the way she operates; do not reduce her to a Clay, HubSpot or Python executor. **Initial weight: 11.** Selective advisory is an explicit client outcome with direct experience behind it. It receives a meaningful allocation near the senior-employment worlds, rather than being demoted for uncertainty about the unquantified job/advisory split. The slightly lower weight reflects variable budget and the need to agree an outcome-owned scope, not weaker permission to approach these buyers. ## Why this sequence Here the founder can buy a defined senior advisory contribution rather than staff an ongoing regional executive role. The opening makes selective commercial advisory explicit, supports it with the startup record and the early-stage pipeline result in its actual context, then adds Pangle's operator-level proof. Market choice, message, partnerships and pipeline quality are parts of one outcome-owned engagement, not separate offers or variants. No fixed term, fee, free audit, immediate availability or guaranteed multiplier is supplied. A recipient can reply with the commercial decision they want to advance; pings ask for that scope rather than diagnose a broken founder-led sales system. ### Email 1 — Opening Subject: Senior GTM advisory Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko. Through SLSBMB, the sales consultancy I co-run, I've advised 30+ startups and scaleups, including Fundmates. Our GTM playbooks have generated 3–5x pipeline growth for early-stage clients. I also lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years. I'm exploring selective commercial advisory engagements with AI, SaaS and AdTech founders. I'd bring senior ownership of a defined GTM or partnerships question: which customers and markets to pursue, how to make the proposition land, and how to build a pipeline that holds up under a CFO's review. My aim is to connect those choices to revenue, drawing on both startup advisory and hands-on platform growth. Would you be open to discussing a commercial priority where that kind of advisory ownership would be useful? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you have a chance to read my advisory note? I'd like to hear whether there's a GTM, partnerships or pipeline decision you'd want a senior commercial adviser to own with you. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd want an engagement to start with the commercial outcome and the decisions needed to reach it. Market choice, message and partner strategy should give the pipeline a reason to convert, rather than simply make it larger. Is there a priority where that approach would help you? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope all is well. I'm still interested in speaking about a selective advisory scope. If a market-entry, partner-strategy or pipeline-quality question is on your agenda, could we discuss what you'd want the engagement to achieve? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Would the advisory contribution I described be relevant to your next commercial phase? If the scope needs to be different, I'd appreciate your view on the outcome that would make the conversation useful. Best, Masha ## Targeting 1,260 exact company-description / role-title combinations. Full rows are in the companion CSV. # 7. H07 — Measurement and revenue technology — commercialize integrations and ecosystems Vendor-side senior partnership mandates in measurement, MarTech, CRM and revenue technology, turning integrations and partner influence into adoption and revenue. Combines advertising-platform proximity with GTM, analytics and pipeline discipline; implementation contractors are a different world. ## Audience research # H07 — Measurement, MarTech and revenue-technology vendors: turn integrations into a commercially productive ecosystem ## What makes this different from generic software growth Attribution, measurement, analytics, customer/revenue platforms and commercial-workflow software vendors can grow through integrations and partner influence inside the customer's existing stack. An integration catalogue is not automatically a productive commercial ecosystem: vendors need partner fit, mutual incentives, enablement, accountable co-sell or referral motions and evidence that the relationship helps customers adopt the product. The senior commercial mandate concerns the vendor's partner business, not personally running consumers' marketing campaigns or administering a customer's CRM. Masha's card set combines Pangle/Snap ecosystem exposure with startup GTM, analytics, pipeline discipline and familiarity with commercial tooling. Measurement vendors can recognize her experience on the advertising-platform side; revenue-stack vendors can recognize a commercial operator who understands why workflow adoption must lead to qualified pipeline. The common exchange is ownership of integration-led partner commercialization. Mere membership in “MarTech” is insufficient if the remit is B2C campaign production. ## Evidence and the buyer's position AppsFlyer's official partner material describes integrations, discovery, localized partner support and business-development resources. HubSpot's Solutions Partner Programme illustrates a wider ecosystem around CRM, revenue operations and implementation. These sources establish real partner-mediated software distribution; their promotional claims and market-size figures are not borrowed as forecasts for Masha. [AppsFlyer partner ecosystem](https://www.appsflyer.com/solutions/partners/), [HubSpot Solutions Partner Program](https://www.hubspot.com/partners/solutions). The final yes-owner is the founder/CEO or CRO/CCO, or a global partnerships/ecosystem executive with staffing authority. VP Partnerships, Head of Alliances, Head of Technology Partnerships, regional commercial leaders and Partner Development leaders can sponsor an appropriate senior remit. Product-integrations heads influence feasibility but need not own the employment or advisory decision. In-house talent remains a lane to that same budget owner. ## A strong exchange without claiming credentials she does not have Propose senior ownership of the EMEA partnership/ecosystem motion: the link between signed integrations, adoption and commercially meaningful growth. The next step compares a partnerships/GTM leadership remit with her platform-deal and pipeline record. Pangle's growth and Snap's $2M-to-$8M quarterly book can lead for measurement-facing recipients; the 30+ startup/advisory record and CFO-reviewable pipeline approach can carry the broader revenue-stack relevance. Copy should choose the best finished proposition rather than using interchangeable variants as undeclared industry filters. Do not claim she is an attribution scientist, privacy-law specialist, HubSpot-certified implementer, Salesforce architect or vendor-licensed partner. Her supplied toolkit is familiarity, not an audited certification. She can own the commercial collaboration with technical teams; she has not promised to build every integration herself. The excluded consumer-marketing function remains excluded even if the vendor sells to consumer marketers. ## Findability and neighbouring worlds Research company expressions such as mobile measurement platform, marketing measurement software, attribution platform, marketing analytics software, revenue intelligence platform, CRM software platform, revenue operations software and partner ecosystem software. Relevant title cultures include CEO, CRO, CCO, VP Partnerships, VP Alliances, Head of Technology Partnerships, Head of Ecosystem and regional Business Development Director. Keep distinct literal searches where the provider can return different pools; a family label is only a navigation aid. H01 owns general advertising-platform revenue and supply/demand commercialization. H03 owns wider regional B2B SaaS leadership. This world specifically asks for ownership of an integration/partner-driven ecosystem in the measurement and revenue stack; if a particular contact only has the same generic regional-revenue mandate as H03, do not manufacture a second correspondence. RevOps consultancies co-delivering for end clients belong in H16, not here: they have a different buyer and exchange. **Initial weight: 8.** This is more than a loose adjacency: the client has both platform/measurement-side proximity and commercial-systems experience, while primary programmes confirm the channel mechanism. It sits below the broad named SaaS and AdTech remits because individual specialist vendors may require deep enterprise/channel experience or a narrower domain proof. That warrants a smaller allocation and tailored claims, not a blanket MarTech exclusion. ## Why this sequence The commercial unit is the software vendor's partner business. A single finished letter serves measurement and revenue-stack leaders by keeping their shared exchange specific: commercially productive integration and distribution relationships. It combines Pangle/Snap platform proof with 30+ advised technology businesses rather than hiding the relevant evidence in audience-labelled variants. The letter does not claim attribution science, privacy expertise, vendor certification or personally delivered CRM architecture. The pings continue a senior ecosystem-role request, not an offer to implement the recipient's clients' software. A narrower actual recipient remit can be qualified in the reply. ### Email 1 — Opening Subject: EMEA ecosystem leadership Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko. I lead EMEA commercial expansion at TikTok's Pangle ad network, with 120% CAGR over five years, and previously grew my Snap gaming and mobile-app book from $2M to $8M in quarterly revenue. Through SLSBMB, the consultancy I co-run, I've also advised 30+ technology startups and scaleups on GTM, partnerships and pipeline quality. I'm exploring my next senior partnerships role in measurement or revenue technology. I'd bring the platform and commercial-systems perspective together: choosing integration and distribution partners, agreeing useful economics, and connecting partner activity to product adoption and revenue. The scope I'd like to own is an EMEA ecosystem that earns its place in the growth plan, working closely with product and commercial teams. I'm London-based and work in four languages. Would you be open to discussing a senior partnerships or ecosystem role with that ownership? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did my note about an EMEA ecosystem role reach you? I'd like to discuss the commercial outcomes you'd want a senior partnerships leader to own. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. The contribution I have in mind is the link between an integration, a partner's reason to sell or recommend it, and the business it brings. My platform work and startup GTM advisory give me both sides of that commercial question. Would that be useful in your partnerships team? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still like to speak about senior ownership of your EMEA partner business. If another leader owns ecosystem hiring or regional partnerships, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does an integration-led partnerships role fit your commercial plans, or is there a different scope you'd want this person to own? I'd appreciate a reply on what would make a role conversation relevant. Best, Masha ## Targeting 2,337 exact company-description / role-title combinations. Full rows are in the companion CSV. # 8. H08 — TravelTech — supplier, API and channel distribution partnerships Senior commercial ownership of travel-platform distribution across suppliers, OTAs, metasearch, affiliate and API ecosystems. The 100+ strategic contracts and EMEA/APAC partner-integration history earn a standalone native world, distinct from consumer-travel marketing and travel-platform advertising. ## Audience research # H08 — TravelTech distribution platforms: commercial partnerships across suppliers, APIs and channels ## Do not lose the earlier independent proof TravelTech was a substantial part of Masha's actual career: Aviasales, Momondo and Finalprice; airline, OTA, metasearch and affiliate integrations; 100+ strategic contracts and multi-million-dollar revenue pipelines across EMEA/APAC. It opens a native commercial world that would disappear if the scan considered only her latest employer. The recipient population is travel technology and distribution platforms with a senior remit for supplier/content, channel, platform or affiliate partnerships — not generic consumer-travel marketing jobs. These organizations need mutually useful economics between supply, distribution and product adoption. A commercial agreement has to be translated into API/product/analytics requirements and a route to transaction or partner revenue. Masha's travel experience addresses that junction. Her later ad-platform expansion adds scale and monetization discipline; her startup advisory can help smaller platforms design the motion. This is a richer case than simply saying she once worked in travel. ## Current market trace, historical experience Travelport's 30 July 2025 announcement names European technology partners integrating NDC APIs and includes Business Development and Head of Partnerships EMEA, a CCO-Agency function, and distribution-related titles. It demonstrates ongoing commercial work around content connectivity and travel platforms. It does not establish Masha's own NDC implementation experience or an open position. [Travelport's European technology-partner expansion](https://www.travelport.com/press-releases/travelport-expands-access-to-ndc-content-through-growing-network-of-trusted-technology-partners). The commercial mechanism is current; her travel accomplishments belong to 2014–2018 and remain genuine first-party experience. Do not present them as contracts signed this year, erase their age, or pretend that they independently prove expertise in every modern booking standard. Nor should the older period turn a real proof into a weak, unsupported experiment. Copy can use the actual distribution experience and later platform-growth track record together. ## Decision path and useful next step The yes-owner is a founder/CEO, CCO/CRO or regional GM; heads of airline/content partnerships, distribution, supplier relations and business development can own or sponsor the remit in a scaled business. A Partnerships Director with budget and outcomes can be the right role even without a company-wide title. Ordinary airlines/hotels/OTAs are relevant only for their B2B technology-distribution or commercial platform unit, not because all travel businesses employ people. Ask about senior ownership of travel distribution/strategic partnerships across EMEA, selectively APAC, or a defined advisory remit around partner monetization and GTM. The exchange is leadership of a commercially productive partnership network, not an introduction to TikTok or selling a booking API. A useful reply describes the counterparties, territory and outcomes the mandate would own and routes Masha to the commercial decision-maker. The best native letter uses the 100+ contracts and supplier/OTA/metasearch/affiliate context; Pangle is supporting evidence of later expansion scale. It is distinct from a generic SaaS growth letter and from H09's travel-platform advertising business. A company such as a travel platform can contain both booking-distribution and advertising-revenue mandates; they are different commercial worlds, not duplicate claims about the same job. ## Findability, exclusions and prior Use travel technology platform, travel distribution technology, travel API platform, global distribution system, travel metasearch platform, travel affiliate platform, corporate travel software and accommodation distribution software as starting language where the partnership remit fits. Native recipients include CEO, Founder, CCO, CRO, Head of Distribution, Head of Airline Partnerships, Head of Supplier Partnerships, Head of Strategic Partnerships and Business Development Director. A travel CRM sold like ordinary enterprise software can instead be a lane of H03; it need not receive a travel-specific campaign if that removes the strongest reason to respond. No consumer-marketing mandate and no unsupported assumption that every OTA is excluded as an employer. No new travel-industry prohibition is in the intake. No promise of airline contacts, travel accreditation, relocation or immediate APAC availability. **Initial weight: 10.** The exact domain proof, APAC history and contemporary platform-partner mechanism justify a strong allocation. It is somewhat below her closest recent AdTech and broader SaaS opportunities because the direct travel period is older and some remits now require particular content/distribution expertise. The visible reason is recency and scope fit, not a silent decision that TravelTech is outside her purpose. ## Why this sequence This reader can employ a senior owner of travel-platform distribution. The opening explicitly locates the 100+ contracts and partner integrations in Masha's earlier Aviasales/Momondo/Finalprice work, then adds later Pangle commercial expansion. Supplier/channel economics, translating needs into product/API requirements and partner revenue are connected parts of the role. EMEA/APAC is experience and potential commercial remit, not a relocation or work-authorization promise. No NDC implementation, travel accreditation, borrowed Travelport deal or current employer contact list is offered. Pings remain about the distribution role; the travel-platform advertising business has its separate H09 correspondence. ### Email 1 — Opening Subject: Travel distribution partnerships Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko, a London-based commercial partnerships leader. Earlier in my career, across Aviasales, Momondo and Finalprice, I secured 100+ strategic contracts and built integrations with airlines, OTAs, metasearch and affiliate channels across EMEA and APAC. I now lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years. I'm exploring my next senior role in TravelTech distribution and strategic partnerships. I'd bring experience connecting supplier and channel agreements with commercial terms, product/API requirements and a path to partner revenue. I'd like to own that business across EMEA, with APAC partnerships where the remit fits. The combination of travel distribution experience and later ad-platform growth is what I'd bring to the role. Would you be open to discussing a senior partnerships or distribution role with that scope? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you have a chance to read my TravelTech note? I'd like to hear whether a senior role owning supplier, platform or channel partnerships is relevant to your plans. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. What interests me is the full path from a travel-platform agreement to productive distribution: commercial terms, integration priorities and partner revenue. I've worked across airline, OTA, metasearch and affiliate relationships, then brought that commercial discipline into ad-platform growth. Could that combination be useful in a senior role with you? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a conversation about travel distribution partnerships across EMEA and, where relevant, APAC. If someone else owns that commercial hiring decision, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Is the distribution-partnerships role I outlined relevant to what you might hire for? I'd appreciate your view on the counterparties, territory or timing that would make a conversation worthwhile. Best, Masha ## Targeting 2,829 exact company-description / role-title combinations. Full rows are in the companion CSV. # 9. H09 — Commerce-media operators — own a platform's B2B advertising revenue layer Commercial/monetization leadership within retail-media networks and commerce or travel platforms running a B2B advertising business. A demonstrated platform-advertising transaction supports the bridge between Masha's AdTech and travel experience; ordinary retail consumer marketing remains excluded. ## Audience research # H09 — Commerce-media businesses: own the B2B advertising revenue layer of a marketplace or platform ## A new revenue business can sit inside a consumer platform Commerce and retail-media networks turn commercial-platform audiences, inventory and first-party data into an advertising business sold to brands, agencies and technology/demand partners. The relevant employer is that technology-enabled media business or unit. Its senior operator owns B2B advertiser/platform relationships, partner economics, commercialization and monetization outcomes. This is not a mandate to increase the parent company's consumer purchases through performance campaigns. Masha's unusual combination is relevant: ad-network expansion and publisher relationships at Pangle; advertiser-side commercial growth at Snap; and travel/platform distribution experience. It can help an operator translate existing traffic or transactions into an accountable business rather than treat advertising as a disconnected side project. She has not said she has already run a retail-media network; this is a reasoned transfer to a real adjacent world, not a borrowed title. ## The non-obvious link is externally visible PubMatic's 3 June 2025 Trainline announcement describes on- and offsite advertising, first-party-data access and programmatic inventory monetization across European markets. It demonstrates a travel platform operating an advertising revenue layer and a named ad-sales/account-management function. Criteo's retailer material separately describes retail-media demand connectivity and platform-controlled monetization. Together these sources support the mechanism, including the bridge between her travel and AdTech proofs, rather than merely the existence of ecommerce companies. [PubMatic–Trainline](https://pubmatic.com/news/trainline-leverages-pubmatics-commerce-media-technology-to-scale-programmatic-advertising-across-europe/), [Criteo retail-media solutions](https://www.criteo.com/business/retailers/). The inference is that a senior B2B commercial operator could be useful to this business model. It does not establish a vacancy, a revenue deficiency or a willingness to hire an outside adviser at Trainline or any retailer. ## The recipient and immediate exchange In an independent network the CEO/founder or CRO/CCO can decide. Within a marketplace, travel or retail platform, the retail/commerce-media GM, Head of Retail Media, advertising-revenue leader or partnerships head may own the business, with the parent commercial executive approving budget. Do not target an ordinary procurement buyer or ecommerce consumer-marketing head as if they controlled this mandate. Propose senior ownership of the ad-platform partner and monetization business across EMEA, with a discussion about the scope of that revenue layer. The strongest truthful bridge is Pangle/Snap commercial scale plus practical platform-partnership experience; travel proof is especially useful without implying that she worked on Trainline's deal. Advisory can fit a defined launch/scale question, but no free roadmap or pre-priced package is supplied. This is a separate native letter from H01: that employer sells general advertising infrastructure, whereas this operator commercializes its own commerce inventory and data into B2B media revenue. Specialist commerce-media technology suppliers can be relevant employer lanes of the advertising-platform world when the remit is vendor expansion; do not misaddress them as if they own a retailer's inventory. Keep the business role clear even if the company-language pools overlap. ## Reachable population and weight Useful descriptions include retail media network, commerce media network, marketplace advertising business, ecommerce platform with a retail-media business and travel platform advertising business. Relevant English titles include Chief Revenue Officer, Chief Commercial Officer, General Manager Retail Media, Head of Retail Media, Head of Advertising, Head of Monetization and Head of Media Partnerships. Country filters locate people, not retail-media units; descriptive phrases improve precision but cannot enforce the job's scope. Generic `retailer` searches alone would create too much unrelated consumer-marketing contamination. The mandate/function reading of the B2C boundary is essential. Ordinary consumer sales, merchandising, brand marketing and media-buying execution remain closed. No crypto/gambling/adult commerce business. Do not invent retail category-management, shopper-marketing or data-rights credentials. **Initial weight: 5.** This earns a genuine experiment because there is a short commercial chain and a directly observed EMEA transaction connecting two parts of her history. It receives less than her proven platform worlds because her own retail-media operating record is not supplied and accessible leadership remits may be relatively concentrated. The lower weight controls effort without erasing the opportunity. ## Why this sequence The reader owns the commerce platform's media-revenue layer rather than selling generic advertising infrastructure. The opening distinguishes that position by proposing advertiser/ad-platform relationships and monetization of the platform's own inventory. Pangle supplies publisher/platform experience, Snap supplies the advertiser-book result, and TravelTech supplies earlier distribution/integration context. The offer remains a senior B2B advertising role, not consumer commerce growth, retail category management or an inventory sale on TikTok's behalf. The original mandate-versus-employer reading of the B2C exclusion remains the same as H02; no broader client prohibition or new approval is asserted. The public Trainline deal is market evidence, not Masha's deal. ### Email 1 — Opening Subject: Commerce-media leadership Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko. I lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years, working with publishers and developers on platform partnerships and adoption. At Snap, I grew my gaming and mobile-app book from $2M to $8M in quarterly revenue. My earlier TravelTech work also covered platform integrations and partner distribution. I'm exploring a senior role in a commerce platform's B2B advertising business. I'd bring that combination to owning advertiser and ad-platform relationships, commercial terms and monetization: connecting the platform's inventory with demand partners and a revenue plan the business can measure. I'm based in London, with cross-market experience across EMEA and APAC. I'd like to own the partner business and work with product and data teams to make it productive. Would you be open to discussing a senior commerce-media partnerships or monetization role? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good week. Did my note about commerce-media leadership reach you? I'd like to discuss a senior role owning the B2B advertising partner business and its revenue outcomes. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. What I'd bring is experience with both publisher/platform relationships at Pangle and advertiser-book growth at Snap. That combination is useful when the role needs to connect inventory, demand partners and commercial terms. Would it be worth discussing that scope in your media business? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. I'd still welcome a conversation about the commerce-media role I outlined. If another leader owns the advertising or monetization business, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. Does the B2B advertising-partnerships remit I described fit what your media business might hire for? I'd appreciate your view on the commercial responsibility or timing that would make a conversation relevant. Best, Masha ## Targeting 918 exact company-description / role-title combinations. Full rows are in the companion CSV. # 10. H10 — B2B financial APIs — software/platform partner commercialization Senior platform-partnerships growth for conventional B2B payments, embedded-finance and financial-API businesses. API-linked commercial history supports the experiment; consumer-bank marketing, regulatory leadership and crypto-native mandates are not included. ## Audience research # H10 — B2B payments and financial API platforms: commercialize through software and distribution partners ## A conventional-finance adjacency, not a crypto detour B2B payment infrastructure, embedded-finance platforms and financial APIs can build revenue through software/platform distribution and commercially productive integrations. The senior remit concerns partnership economics, routes to market, regional growth and platform adoption. It is different from consumer-bank acquisition, pure merchant-sales execution or a regulated risk/compliance function. The client's explicit crypto exclusion closes crypto-native, token, exchange and stablecoin-only mandates; it does not close conventional payments or every company called FinTech. The connection to Masha is platform commercialization. TravelTech supplied API/product-linked contracts and distribution; Pangle supplied adoption and partner revenue at scale; her startup work supplied GTM and pipeline discipline. Fundmates is a client-named advisory reference, but its presence alone does not prove she has run payments sales, underwriting or regulated financial operations. The proposed contribution is commercial leadership, not a financial-services credential inferred from a client logo. ## Evidence for the less obvious commercial link Stripe's partner programme distinguishes SaaS-platform, service, app and payment-method tracks and explicitly connects embedding its services with new revenue and co-selling. This is a direct market trace of integration-to-commercial-distribution mechanics. It supports approaching this type of provider or a software platform's substantial embedded-payments business, not a claim that Masha is a Stripe partner. [Stripe Partner Ecosystem](https://stripe.com/partners/become-a-partner). The inference is a short one: providers sell and distribute through platforms; a person with platform-deal, adoption and GTM experience may own such a commercial remit. It is not a claim that every fintech business needs her or that all banking infrastructure is commercially interchangeable. Novel-credit underwriting, central-bank infrastructure and regulatory leadership do not become targets merely because they have APIs. ## Who decides and what they receive At a smaller B2B provider, the CEO/founder or CCO/CRO can hire or scope an advisory mandate. VP Partnerships, Head of Platform Partnerships, Head of Business Development or a regional GM can be sponsors with real commercial authority. At a software platform, a payments/financial-services GM may own this business line, with the main commercial executive approving scope. Operational integration staff can assist but are not assumed to be decision-makers. Ask about an EMEA platform-partnerships or commercial-growth mandate, comparing the business model and responsibilities with her experience. Lead with the actual cross-border partner record and technical-commercial interface, with Pangle/Snap growth as supporting proof. Do not invent a payment-volume target, a network of banking counterparties, licensing knowledge, a revenue-share arrangement or consent to work on the provider's crypto offering. The case is attractive without any of those claims. ## What belongs in this campaign A native letter here concerns partner distribution and monetization of B2B financial infrastructure, not generic regional SaaS sales. A general finance/accounting SaaS vendor with an ordinary subscription-sales remit belongs in H03 or H07. A software platform with an embedded-payment commercial unit can fit here if that unit owns the same provider/platform partnership outcome. If the business is primarily consumer acquisition, a local merchant territory or technical implementation, the remit is not suitable. Find B2B payments platform, payment infrastructure, embedded finance platform, financial API provider, banking infrastructure software and SaaS platform with embedded payments using precise descriptions. Recipient title vocabulary includes CEO, Founder, CCO, CRO, VP Partnerships, Head of Platform Partnerships, Head of Payments and regional GM. The connector cannot filter regulatory remit or distinguish a crypto-heavy unit by magic; Arms must express the intended business clearly and preserve the specific vertical exclusions, without using a broad finance ban. **Initial weight: 4.** Observable platform-distribution behaviour and Masha's API/partner experience earn a real experiment. It remains smaller than TravelTech because the financial-infrastructure domain transfer is less directly proven and some remits require regulated-product experience. A later interested conversation can reveal an appropriate scope; uncertainty is not grounds to delete the conventional-finance world. ## Why this sequence The reader controls platform distribution for conventional B2B financial infrastructure. The opening leads with Masha's platform/API commercial experience, then proposes senior ownership of software-partner selection, commercial economics and adoption-linked growth. It neither claims direct payments-volume achievements nor describes Fundmates as proof of a payments sales career. The scope is an EMEA commercial role, not regulated risk leadership, merchant-sales execution, consumer banking acquisition or crypto. Pings reinforce the integration-to-distribution contribution without importing Stripe programme rates or partner status. Actual product/regulatory qualification remains a substantive later role discussion, not an apology in cold copy. ### Email 1 — Opening Subject: EMEA platform partnerships Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko, a London-based commercial partnerships leader. Earlier, across Aviasales, Momondo and Finalprice, I secured 100+ strategic contracts and built API-linked distribution partnerships across EMEA and APAC. I now lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years, working with product and data teams on platform adoption. I'm exploring my next senior role in B2B payments or financial-platform partnerships. I'd bring experience connecting a technical integration with a productive commercial relationship: choosing software and distribution partners, negotiating terms and taking responsibility for adoption and partner-led growth. The scope I'd like to own is an EMEA platform-partner business, with a clear revenue plan and pipeline behind it. Would you be open to discussing a senior partnerships or business-development role with that responsibility? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you have a chance to read my note about EMEA platform partnerships? I'd like to discuss a senior role owning software-partner distribution and commercial growth for your B2B financial platform. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. The contribution I have in mind goes from integration to partner economics to adoption. My API-linked distribution work and later platform expansion give me a commercial perspective on making that whole relationship productive. Would that be useful in your EMEA partnerships team? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a conversation about the senior platform-partnerships role I outlined. If another leader owns that remit, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Is the EMEA partner-distribution scope I described relevant to your plans? I'd appreciate your view on the responsibilities or timing that would make a role conversation useful. Best, Masha ## Targeting 1,232 exact company-description / role-title combinations. Full rows are in the companion CSV. # 11. H11 — Ad-supported media platforms — B2B monetization partnerships Senior ownership of inventory/demand and ad-platform relationships at streaming or digital-media technology businesses. An observed streaming marketplace supports the publisher-side transfer; editorial, consumer subscription growth and ad-trafficking execution are not the offered remit. ## Audience research # H11 — Ad-supported media and streaming platforms: own B2B monetization partnerships, not audience acquisition ## The employer owns inventory rather than selling ad infrastructure Digital publishing, streaming/video and other ad-supported technology platforms can need commercial leadership at the interface of inventory, demand partners and advertising technology. The senior remit owns platform relationships, business terms, monetization strategy and the practical route from available inventory to revenue. It is not editorial management, production, consumer subscription marketing, influencer work or an ad-trafficking job. This is a less direct but defensible transfer from Pangle and Snap: Masha knows platform/publisher and advertiser ecosystems and how adoption and commercial terms combine. It also carries her stated strength in partnerships that remain productive through organizational change. The employer-side perspective differs from the ad-network vendor world. Ordinary consumer media is not a target by itself; the technology/ad-platform-facing commercial unit is the recognizable recipient world. ## The market trace demonstrates a real exchange Magnite's 22 January 2026 announcement with MNTN describes access to streaming inventory through media-owner relationships and names a senior automated-sales function at Disney Advertising. It supports the existence of a B2B marketplace around an ad-supported consumer product. It is not a staffing announcement or proof of a monetization problem at Disney. [Magnite–MNTN streaming partnership](https://www.magnite.com/press/mntn-and-magnite-turn-live-streamings-biggest-moments-into-performance-tv-for-growth-brands/). The research inference is that this marketplace can create senior commercial mandates for people able to connect media owners and platform partners. Mobile-game publishers with the same challenge have a much closer proof and remain separately covered by H02; CTV/open-web media requires a different native letter, counterparties and scope. CTV advertising infrastructure vendors belong to H01 when the role is expanding the vendor's platform, rather than owning a media company's inventory business. ## Incentive, ownership and the ask The final yes-owner can be a founder/CEO of a platform, a CRO/CCO, an advertising-business GM or a regional president. A Head of Monetization, VP Advertising, Head of Programmatic, Head of Platform Partnerships or digital-revenue leader can sponsor or own the staffing decision if their remit includes business outcomes. A pure ad-operations specialist generally cannot approve a senior commercial engagement just because they work with the relevant stack. Propose a senior partnerships/monetization remit in the platform's B2B advertising business. The immediate next step is a commercial-scope conversation: does the organization need this kind of ownership, and which executive owns it? The value offered is accountable partner revenue and adoption, backed by the Pangle expansion and Snap revenue-book history. It is not a proposal to buy or sell media inventory from her current employer. Copy should not assert a broadcaster is under-monetizing, describe Masha as an experienced CTV rights/licensing executive, or claim a large publisher P&L not present in the record. Product/data coordination is useful supporting context; rights-clearance expertise and technical programmatic architecture are not supplied. There is no need to volunteer those gaps when the real commercial cards provide the case. ## A findable but deliberately smaller allocation Research company language such as ad-supported streaming platform, OTT advertising business, digital publishing platform, online media advertising business and video monetization platform. The last phrase can also return technology suppliers, so distinguish their commercial remit from media-operator ownership rather than silently changing the exchange. Include only the relevant B2B monetization function within consumer-facing employers. No gambling, adult or crypto verticals; no broad media/consumer exclusion invented from the mandate boundary. **Initial weight: 4.** The existence of an inventory-to-platform commercial mechanism is directly evidenced and the transferable platform experience is substantial. It earns more than mere brainstorming, but less than mobile publishing because content/CTV economics and media-owner operating experience are not Masha's documented centre. The test is worth retaining at this size without claiming that she is already a streaming-industry specialist. ## Why this sequence This employer owns advertising inventory and partner revenue in a media/streaming business. The proposed senior role concerns its demand and technology-platform relationships; it does not sell advertising infrastructure on behalf of Pangle. The opening combines publisher-side platform relationships with the Snap advertiser-book result and explains the adoption/business-terms contribution. It does not diagnose under-monetization or claim CTV, editorial or content-rights expertise. The B2B remit is kept explicit under the original mandate-level B2C boundary, with the broader interpretation uncertainty retained in the stage introduction. The pings ask about that same media-owner commercial role. ### Email 1 — Opening Subject: Media monetization partnerships Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko. I lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years, working with publishers, developers and product teams on partnerships and adoption. At Snap, I grew my gaming and mobile-app advertiser book from $2M to $8M in quarterly revenue. I'm exploring my next senior role in the B2B advertising business of an ad-supported media or streaming platform. I'd bring experience connecting demand and ad-platform relationships with commercial terms, adoption and monetization outcomes. I'd like to own the partner business around the platform's inventory: which relationships to develop, how the economics work and how those agreements contribute revenue. I'm London-based, with cross-border commercial experience across EMEA. Would you be open to discussing a senior monetization or platform-partnerships role with that scope? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did my note about media monetization partnerships reach you? I'd like to hear whether a senior role owning demand and ad-platform relationships would be relevant to your advertising business. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. The role I'd want to own joins the commercial agreement with the work needed to make it produce revenue. My Pangle and Snap experience gives me a view of both publisher-platform relationships and advertiser growth. Would that combination be useful in your monetization team? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a conversation about a senior B2B monetization role. If another leader owns the advertising partner business or its hiring, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does the monetization-partnerships remit I described fit what you'd want a senior hire to own? I'd appreciate your view on the scope or timing, so we can see whether there's a useful role conversation here. Best, Masha ## Targeting 1,236 exact company-description / role-title combinations. Full rows are in the companion CSV. # 12. H12 — AI delivery practices — lead their own commercial growth and alliances Direct senior commercial roles in specialist AI implementation and software-solution firms, owning the practice's GTM, qualified pipeline and vendor partnerships. This is not engineering delivery, general IT support or co-delivery for somebody else's client engagement. ## Audience research # H12 — AI implementation and software-solution firms: lead the commercial practice and vendor alliances ## A direct operating role in the delivery side of the ecosystem Specialist AI implementation firms, software-focused systems integrators and AI-enabled enterprise consultancies can be commercial employers, not only intermediaries to product vendors. Their business requires positioning a credible offering, building vendor alliances and qualified pipeline, negotiating enterprise partnerships and aligning the commercial promise with delivery. The role worth approaching owns growth of that practice or market. It is not an AI engineer role, generic project management, IT support sales or a task-only CRM contractor. Masha's technical-commercial interface at Pangle and TravelTech is relevant: she has translated commercial needs into product, API and analytics requirements and worked with product/data teams on adoption. Startup advisory adds GTM design and operating discipline. Her current AI/tooling familiarity is a supporting strength, not a licence to claim architect certifications or delivery capability for every AI workload. ## External mechanism and its limits Anthropic's partner-network announcement describes specialist AI firms and professional-services organizations helping enterprise customers adopt its technology. Glean's announcement separately identifies services/integrator partners and describes joint commercial and adoption activities. These primary examples show that a delivery practice can have a real vendor-aligned GTM business, not merely a list of developers calling themselves AI companies. [Anthropic Partner Network](https://www.anthropic.com/news/claude-partner-network), [Glean Partner Network](https://www.glean.com/press/glean-launches-global-partner-network-to-scale-its-growing-enterprise-ai-ecosystem). The hypothesis is that such firms could value a senior commercial operator. It does not prove open jobs, that Masha is already qualified to deliver their technical projects, or that every general development agency belongs here. Broad technology-service searches would need careful contamination handling because unrelated staff augmentation and outsourced coding lack this specific exchange. ## Who can create the mandate At a specialist firm the founder/CEO, managing partner, CCO/CRO or regional managing director can approve a commercial leadership role or a selective outcome-owned advisory remit. Heads of AI practice, vendor alliances or enterprise business development can sponsor the opportunity when they own practice growth rather than only technical delivery. At a very large integrator, approach the business/practice owner with a meaningful territory and revenue remit, not every partner or account seller. Ask about senior ownership of GTM and partnerships for its AI/software practice across EMEA. The recipient receives a commercial operator who can make the partner proposition, pipeline and delivery economics cohere. A useful reply identifies the actual growth responsibility, resources and decision owner. It is not enough that the firm wants another person to sell hours under somebody else's strategy; the client expressly wants commercial ownership. ## A distinct proposition and workable search language The best letter refers to the recipient's own practice and vendor ecosystem, supported by Masha's platform expansion, advisory experience and technical-commercial coordination. It differs from H05, where she would work for the technology provider, and H16, where she would join an independent client's advisory engagement through a delivery partner. Those are different positions in the chain even if the same company appears as a partner elsewhere. Research AI consulting firm, enterprise AI implementation company, AI systems integrator, software solutions consultancy and AI automation consultancy, with actual business-to-business delivery and growth intent. Founder, CEO, Managing Partner, Managing Director, CCO, CRO, Head of AI Practice, Head of Alliances and senior Business Development titles are useful recipient vocabulary. Consultancy partners with unrelated disciplines or no commercial authority are not interchangeable with the relevant owner. Conventional software implementation firms can fit when they run the same AI/software-aligned practice, not simply because they have a cloud logo. **Initial weight: 4.** This is a modest direct-employer extension with a real market channel and plausible use of her capabilities. It is below named product-company worlds because service economics and enterprise-delivery selling are a less directly documented fit. That visible scope-transfer reason warrants a lower prior; it does not justify a universal agency/dev-shop exclusion that would erase the admitted AI practice world. ## Why this sequence The recipient can hire a commercial leader to grow its own AI implementation/software practice. The opening brings together platform adoption with product/data teams and startup GTM/pipeline work, then states a senior practice-growth role. Customer selection, vendor alliances and the relationship between the sales promise and delivery are distinct useful facets of that one role. The client is not offered as a solutions architect, certified implementation partner or individual contractor selling hours under somebody else's strategy. H16 has a different immediate exchange: Masha joining one of a consultancy's client engagements. These pings retain H12's direct employment decision. ### Email 1 — Opening Subject: Commercial leadership for your AI practice Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko. I lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years, working with product and data teams on partner adoption. Through SLSBMB, the consultancy I co-run, I've advised 30+ startups and scaleups on GTM, partnerships and pipeline quality; our playbooks have generated 3–5x pipeline growth for early-stage clients. I'm exploring my next senior commercial role, including ownership of growth and alliances for an AI delivery practice. I'd bring a clear GTM plan, qualified pipeline and vendor partnerships together, working with the delivery team so the commercial promise and the work customers receive stay aligned. I'm London-based, with experience scaling platform partnerships across EMEA. I'd like to own that commercial responsibility for the practice, from market priorities through to revenue. Would you be open to discussing a senior EMEA GTM or partnerships role on your team? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you have a chance to read my note? I'd like to discuss a senior role owning EMEA commercial growth and vendor alliances for your AI practice. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. What I'd bring is the connection between a customer proposition, a useful vendor partnership and pipeline the delivery team can fulfil. My work has involved both technology-platform adoption and advising founders on their commercial motion. Is that combination relevant to the leadership you want for the practice? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a conversation about the practice-growth role I outlined. If the EMEA commercial or alliances decision belongs to another leader, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does the GTM and partnerships scope I described fit what you'd want a senior commercial hire to own? I'd appreciate your view on the responsibility or timing that would make a role conversation useful. Best, Masha ## Targeting 1,260 exact company-description / role-title combinations. Full rows are in the companion CSV. # 13. H13 — Specialist placement firms — a senior candidate for their client mandates One-hop placement through independent executive search, commercial headhunters and senior interim/advisory networks. Their external mandates and placement/engagement economics create a strong route to the final employer or advisory buyer; Masha is not applying to sell software or work as an agency recruiter. ## Audience research # H13 — Specialist search, headhunters and senior interim networks: a candidate for their client mandates ## This is a strong one-hop route, not a request for a job at the agency Independent executive-search firms, specialist commercial recruiters, headhunters and senior interim/advisory matching networks already connect qualified people with organizations buying commercial leadership. Their inventory is external employer or client mandates, including confidential replacements and searches that are not public. Masha offers herself as a senior platform-growth/partnerships candidate or selective adviser they can put in front of a relevant client. The eventual yes-owner is that employer's CEO/CRO/CCO, or the buyer of the advisory scope. The intermediary's incentive is not charity. A successful placement or staffed engagement delivers its contracted service and fee, strengthens its client relationship and improves its relevant candidate pool. A retained-search partner benefits from a credible, well-understood candidate even before a precise match; an interim-network selector benefits from a clear senior scope that can be matched to a brief. No commission amount or fee arrangement for Masha is being promised. ## The route is independently observable Intrinsic explicitly describes retained SaaS/AI/B2B-technology commercial searches across Europe, including CCO, CRO, partnerships/channel and country-leadership titles. Bullingstone describes a specialist revenue-leadership search practice. Malt Strategy publicly matches consultants and interim executives to reviewed projects, with an application/interview gate. These are three examples of a candidate-to-client-mandate mechanism, not three new downstream segments. [Intrinsic](https://www.intrinsicsearch.com/), [Bullingstone](https://www.bullingstone.com/saas-cro-executive-search), [Malt Strategy for consultants and interim executives](https://www.malt.com/c/maltstrategy/consultants). Malt's application criteria distinguish consulting-firm experience from senior interim-executive experience. Masha's 10+ years and director-level commercial record support exploring the latter; they do not guarantee admission or establish former major-consultancy employment. No platform registration was performed. The named firms' sites are evidence of route and language, not an assertion that they currently hold a matching Masha mandate. ## Address the person who has the search relationship Search Partner, Managing Partner, Principal, technology/SaaS practice leader, commercial-recruitment director or relevant senior consultant are useful recipients. A boutique founder may personally control the mandate inventory. At a larger firm the practice owner matters more than a generic recruiter. For interim/advisory networks, a talent/community or project-partnering lead can assess fit and connect a candidate to a real client brief. Junior high-volume recruiters for unrelated roles are contamination, not the intended world. In-house talent acquisition at an AI/SaaS employer is different: it routes within the same organization's team-building decision and does not have an independent placement economy. Keep it inside that direct employer world, not here. Independent scouts with genuine external placement mandates are a lane of this article, not a new “networking” campaign. ## The value exchange and native next step Lead with a concise, distinctive commercial profile: London/EMEA, Pangle's expansion responsibility, Snap's revenue result, strategic platform contracts and selective startup advisory. Ask whether the recipient is covering senior commercial, partnerships, monetization or EMEA growth mandates where that profile belongs; offer to discuss the relevant brief. This requests candidate qualification and placement, not an agency partnership to sell a software product and not generic introductions to “anyone hiring.” The strongest version keeps both senior roles and selective advisory viable without pretending Masha has fixed compensation, start date or weekly availability. These are real recruiter qualification topics later. Do not reduce her to an AE because Snap's historic title was AE; do not inflate her into a former CRO. A meaningful Director/VP/Head remit can fit. Advisers or interim leaders must own outcomes rather than serve as task-only execution cover. ## Findability and allocation Company expressions include technology executive search, SaaS executive search, commercial leadership recruitment, AdTech recruitment, independent headhunter, senior interim management provider and fractional executive placement network. Country lanes can cover UK/Europe and firms elsewhere with EMEA mandates. Employer territory is not the recruiter's address. Preserve several native search-practice titles rather than only agency CEOs. **Initial weight: 14.** This is comparable to the strongest direct worlds. Masha's profile is demonstrably relevant to an externally visible placement economy and the intermediary has direct access to the decision. The weight is not a small experimental courtesy, nor a duplicated allocation per end-client vertical. Independent selection gates and mandate timing are uncertainties, but confidentiality and existing client access make this an especially useful complementary route to public employer outreach. ## Why this sequence The search/interim-network recipient already connects candidates to client mandates. Its useful action is to assess Masha for a relevant senior role or selective advisory brief. The opening gives a memorable, usable profile: Pangle expansion, Snap revenue-book growth and 50+ deals, 30+ advised businesses, London and four named languages. The role scope remains GTM, partnerships, business development and monetization ownership; it does not claim former CRO status or silently narrow her to her historic AE title. The pings openly ask whether the partner covers such briefs and what mandate would fit. Malt's independent admission process was reread; this email does not claim admission, supply rates or promise an interim start date. No placement fee is offered. ### Email 1 — Opening Subject: Senior commercial mandates — EMEA Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko, Business Development Director EMEA at TikTok's Pangle ad network. I've led its regional commercial expansion with 120% CAGR over five years. At Snap, I grew my gaming and mobile-app book from $2M to $8M in quarterly revenue and closed 50+ strategic deals across CEE and CIS. Through SLSBMB, the consultancy I co-run, I've advised 30+ startups and scaleups. I'm exploring my next senior commercial role or selective advisory mandate in AI, SaaS or AdTech. The scope I'm looking for is ownership of EMEA GTM, strategic partnerships, business development or monetization, with revenue outcomes attached. I'm London-based and work in English, Polish, Russian and Ukrainian. I bring both scaled-platform growth and hands-on startup GTM experience. Are you covering client mandates where that profile would fit? I'd welcome a conversation about a relevant brief. Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you have a chance to read my profile? I'd like to hear whether you're covering senior EMEA commercial or partnerships mandates where it could be relevant. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. I'd be interested in both an ongoing leadership role and a selective advisory brief, provided the scope owns GTM, partnerships or monetization outcomes. The fit is the commercial responsibility, rather than one particular title. Is there a client mandate you'd want to discuss with me? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still like to connect on relevant AI, SaaS or AdTech commercial briefs. If another partner covers EMEA partnerships or platform-growth mandates, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does my platform-growth and startup-advisory profile fit the senior mandates you cover? I'd appreciate your view on the commercial scope that would make me relevant to a client brief. Best, Masha ## Targeting 731 exact company-description / role-title combinations. Full rows are in the companion CSV. # 14. H14 — VC portfolio teams — one relevant founder introduction One-hop matching by venture-investor platform, portfolio-talent and operating teams to a company needing senior commercial ownership. The incentive is portfolio success, not placement fees or funding Masha; direct fund-team employment is covered separately. ## Audience research # H14 — VC portfolio-support teams: introduce a commercial operator to the founder who needs her ## One hop through an existing portfolio relationship Venture investors with actual platform, talent or operating support see several founders facing commercial-growth decisions and already help them find expertise. Masha can offer an experienced commercial operator for a relevant portfolio company's leadership or selective advisory need. The founder/CEO or company commercial executive remains the final buyer. This campaign does not ask the fund to invest in her, buy Sending Engine, recruit her as an investor or provide indiscriminate introductions. The intermediary's incentive is portfolio execution and founder success: a well-matched operator can help the company grow, make hiring less costly in attention and deliver useful practical support. That incentive must be observable in the fund's operating model; possession of a portfolio logo page alone is not enough to assume every investment analyst runs introductions or talent searches. ## Evidence of an independent support mechanism Balderton's team page describes portfolio services and EIR expertise and exposes portfolio-talent functions. Its 16 September 2021 Dave Kellogg announcement provides a historical example of a software executive supporting founders on SaaS strategy and international expansion. These are primary evidence of the mechanism, not evidence of a vacancy for Masha or permission to claim she has Kellogg's experience. [Balderton team and portfolio support](https://www.balderton.com/team/), [Historical Balderton EIR appointment](https://www.balderton.com/news/press-release-balderton-capital-welcomes-dave-kellogg/). The actual link to her capability is stronger than generic founder networking: she has already advised 30+ startups and scaleups and has an operator's platform-growth record. A platform team can assess that combination against a founder's present remit. The evidence supports trying a portfolio introduction; it does not prove that each firm pays outside advisers, gives access to all founders or needs more mentors. ## The right recipient and request Head of Platform, Head of Portfolio Talent, Chief Portfolio Talent Officer, Operating Partner, portfolio-growth lead and relevant EIR/venture partner are the natural functions. An investment partner or principal can also be relevant when they hold an actual founder/board relationship in the named tech domains. Investor relations, fundraising and finance-only staff are not assumed to own this route. Ask whether a portfolio founder needs senior ownership of EMEA partnerships, commercial GTM or monetization and whether the recipient would make one relevant introduction or discuss the matching scope. Supply the platform-growth and startup-advisory profile, not a demand to circulate a CV across the whole portfolio. The immediate contribution sought is the intermediary's fit assessment and direct introduction. The subsequent hiring/advisory negotiation is with the portfolio company; a second chain through unrelated brokers is not part of this proposition. ## Keep the campaign distinct This letter is not written as if the fund itself were an AdTech company hiring an EMEA partnerships director. It is also not the recruiter letter: the investor's core incentive is the success of its companies rather than a placement fee. It differs from H15's growth-equity/PE operating-value-creation context, where an asset-level transformation plan can be the sponsor's immediate concern. A fund may genuinely hire an internal portfolio-growth/EIR operator. That direct employment/advisory possibility is retained in H19 where there is a real hands-on operating platform. It should not be silently substituted for this introduction ask. Copy should pick a clear immediate exchange, not ask the same recipient simultaneously to employ Masha, introduce her to everyone and invite her to a conference. ## Findability and prior Find venture-capital firms investing in AI, B2B SaaS or AdTech with portfolio support; early-stage technology venture firms with a platform/talent team; and software venture investors with operating advisers. These descriptions locate a supported population; the contact-search catalogue cannot enforce the existence of a specific talent programme or count its accessible mandates. Keep the final-company restrictions: no crypto, gambling or adult portfolio mandate, even if a diversified fund invests in such businesses alongside suitable software companies. **Initial weight: 6.** The route has real access and incentives, backed by Masha's advisory experience. It receives less than direct search because introductions and outside-adviser budgets are discretionary, while fit and timing depend on a portfolio company's decision. That is still a meaningful allocation, not a generic networking experiment: one specific sponsor-to-founder hop is both observable and actionable. ## Why this sequence The VC platform/talent/operating recipient is an intermediary with a founder-support incentive, not the employer automatically. The opening combines scaled-platform growth with startup advisory and clearly states Masha's career/advisory purpose before asking for a fit-based portfolio introduction. It asks for one existing support-to-founder hop, not circulation to every company or a chain of brokers. The 2021 Balderton EIR precedent informs the mechanism only; none of its appointee's experience is borrowed and it is not used as a hiring trigger. The follow-ups stay with the matching request. Direct work on the investor's own operating team is kept in H19. ### Email 1 — Opening Subject: A commercial operator for a portfolio founder Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko. I lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years, and previously grew my Snap gaming and mobile-app book from $2M to $8M in quarterly revenue. Through SLSBMB, the consultancy I co-run, I've advised 30+ startups and scaleups on GTM, partnerships and pipeline quality. I'm exploring my next senior commercial role or selective advisory engagement with an AI, SaaS or AdTech company. I'd bring platform-growth experience and practical startup GTM judgement to a founder who wants someone to own EMEA partnerships, market expansion or monetization outcomes. I'm London-based and work in four languages. That combination could be useful where a portfolio company needs both cross-market commercial experience and someone comfortable working directly with its founder. Would you be open to introducing me to a portfolio founder considering that kind of commercial mandate? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did my note reach you? I'd like to hear whether a portfolio founder is considering senior commercial ownership where my platform-growth and advisory background could fit. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. A useful match could be an ongoing EMEA partnerships role or a defined GTM advisory scope. I'd bring experience growing a platform business alongside the practical decisions I've worked through with 30+ startups and scaleups. Does a founder you support come to mind for that conversation? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a relevant portfolio-founder introduction. If a colleague handles commercial talent or adviser matching, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does my profile fit the commercial needs you see across the portfolio? I'd appreciate your view on what would make a founder introduction useful, whether the scope is a senior role or selective advisory. Best, Masha ## Targeting 297 exact company-description / role-title combinations. Full rows are in the companion CSV. # 15. H15 — Growth-equity and PE operators — a specific portfolio revenue mandate One-hop through software investors' operating/value-creation functions to a portfolio-company commercial growth scope. The sponsored operating-plan context differs from VC introductions; Masha offers platform/GTM leadership, not investment, M&A or turnaround credentials. ## Audience research # H15 — Software growth-equity and PE operating teams: connect Masha to a portfolio revenue mandate ## A sponsor-led commercial decision, not an investment job Software-focused growth-equity and private-equity investors can have operating teams helping companies improve commercial execution, expand internationally, integrate revenue motions after acquisitions or rebuild leadership. The relevant next step is a specific portfolio-company need with real GTM/partnerships ownership. The fund's operating sponsor can identify that need, introduce the responsible company executive and sometimes help define the scope; the company CEO/CRO/CCO and the appropriate sponsor approve the eventual mandate. Masha contributes commercial growth and durable partner economics, not buyout underwriting or a deal-origination service. Her CFO-reviewable pipeline framing is especially relevant to an owner concerned with usable revenue evidence rather than activity. The strongest case is practical partner-led growth or regional commercialization inside a technology business, where Pangle/Snap results and startup advisory are transferable. Nothing in the supplied record proves that she has led an acquisition integration, been a PE operating partner or run a distressed turnaround. ## The market trace supports the sponsor-to-operator link One Peak's founder-support page explicitly describes help with talent, go-to-market, global expansion and access to industry executives/advisers. Hg's accessible portfolio-role profile shows a portfolio Chief Customer Officer working with company C-suites on value creation and revenue retention. These primary traces demonstrate operating functions with direct portfolio-company access. They do not prove an open role, a need for this particular candidate or permission to borrow those individuals' achievements. [One Peak portfolio support](https://www.onepeak.tech/for-founders), [Hg portfolio-role profile](https://hgcapital.com/team/grant-watling). One Peak's description also covers acquisitions, but the proposed Masha contribution is the commercial work, not M&A execution. Hg's broader approach page could not be accessed; no unseen content is treated as read. The accessible sources are sufficient to establish the route without an asserted fund-wide demand forecast. ## The incentive and actionable ask Portfolio growth, revenue quality and progress against an agreed operating plan matter to the sponsor. A suitable senior operator can help a company advance those outcomes and reduce the sponsor's burden of sourcing talent. The naturally relevant recipients are Operating Partner, Head of Value Creation, portfolio-growth/revenue leader, Portfolio Operations Director, portfolio-talent lead or an investment partner actively responsible for that company. Limited-partner relations and generic finance staff do not become introducers just because they work at a fund. Ask whether a software/AI/AdTech portfolio company has a senior commercial-growth or partnerships remit where Masha's record would fit, and request discussion of that need or an introduction to its owner. That is one existing sponsor-to-company hop, not a demand for access to every asset. Do not pitch an investor on buying Masha's software or ask them to finance a new venture. ## Why it is separate from VC and direct employers The best specific letter reflects an existing portfolio operating plan and measurable commercial ownership, rather than the broader founder-support/early-stage network in H14. The sponsor may be coordinating several stakeholders and a leadership transition; the native incentive is asset performance. However, ownership label alone does not justify a separate campaign to the portfolio-company CEO: if their immediate exchange is ordinary regional SaaS leadership, that person still belongs in H03. This article is for the independent operating intermediary. Direct internal portfolio-growth roles, where a fund hires an operator onto its own team, are retained in H19. They require a hire/engagement conversation, not this referral ask. A sponsor can occupy both roles in reality; Copy should not blend them into an unanswerable request. ## Search scope and weight Find software growth-equity firms, technology private-equity firms and software investors with portfolio operations/value-creation teams. The connector's country filter cannot enforce asset ownership, acquisition stage or operating-team responsibilities. Use precise company descriptions and native operating titles rather than broad finance searches. A diversified sponsor can have appropriate software assets even if other holdings are excluded; the proposed portfolio mandate must honor no crypto, gambling or adult. **Initial weight: 4.** There is real sponsor access and a clear commercial incentive, with several transferable cards. It receives less than VC introductions and much less than specialist placement because PE operating experience, mandate cycles and access to outside advisers are less established for Masha. This is a visible transfer/gating reason, not a judgment that her startup record rules out more mature software companies. ## Why this sequence The sponsor can identify a portfolio-company commercial mandate and introduce its owner; the company remains the eventual hiring/advisory decision-maker. The opening uses Pangle's regional expansion and Snap's book result, then connects Masha's practical contribution to the growth plan: partner-led revenue, international GTM and a CFO-reviewable pipeline. Startup advisory establishes additional operating context without inflating it into PE tenure, a turnaround or post-acquisition integration. The ask is a specific company introduction. The follow-ups keep that sponsor-to-company action clear and do not ask the same recipient to hire her into the fund at the same time. ### Email 1 — Opening Subject: A commercial operator for a portfolio mandate Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko. I lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years. At Snap, I grew my gaming and mobile-app book from $2M to $8M in quarterly revenue. Through SLSBMB, the consultancy I co-run, I've also advised 30+ startups and scaleups on GTM and pipeline quality. I'm exploring a senior commercial role or selective advisory mandate at a technology company. My contribution would be ownership of partner-led growth or EMEA expansion, with the commercial terms, adoption priorities and forecast tied to the company's revenue plan. I work with pipeline that holds up under a CFO's review and partnerships built to remain productive through organisational change. I'm London-based, with cross-market experience across EMEA and APAC. Would you be open to introducing me to a software portfolio company's CEO or commercial owner considering that kind of mandate? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you have a chance to read my note? I'd like to hear whether a portfolio company has a senior EMEA growth or partnerships mandate where my background could fit. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. The scope I'd be interested in has a clear place in the company's growth plan: partner-led revenue or regional GTM, with accountable decisions and a forecast the leadership team can use. Is there a portfolio-company commercial owner you'd suggest I speak with about that responsibility? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a conversation about a relevant portfolio-company remit. If another operating or talent colleague handles commercial-leadership matching, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does the commercial contribution I described fit the operating needs you see in the portfolio? I'd appreciate your view on the scope that would make an introduction useful. Best, Masha ## Targeting 328 exact company-description / role-title combinations. Full rows are in the companion CSV. # 16. H16 — GTM and RevOps consultancies — paid co-delivery with senior commercial ownership One-hop advisory engagements through partners already serving technology founders and commercial executives. Masha complements execution with senior GTM/partnerships judgment; the partner's client-engagement economics differ from recruitment and from hiring her to grow the consultancy itself. ## Audience research # H16 — GTM and RevOps delivery partners: bring senior commercial ownership into their client engagement ## A one-hop advisory route with a different economy from recruitment B2B growth, RevOps, CRM and software-commercialization consultancies already serve founders and commercial executives. Some can deliver technical/workflow execution but benefit from senior judgment on markets, positioning, partner strategy, pipeline and commercially meaningful outcomes. Masha could participate in a paid co-delivery or associated advisory engagement for a relevant AI/SaaS/AdTech client. The intermediary is the consultancy/practice owner; the final beneficiary and commercial decision-owner is its client, with the consultancy deciding whether to include Masha in the engagement. The incentive is better client results, retention, a more complete offering or capacity to take on a suitable engagement without building another permanent senior team. That is a client-delivery business, not a search fee for placing a CV. Masha is not promising white-label access to the entire SLSBMB team, its infrastructure or its IP. Her offer is her own senior commercial contribution under a scope she can accept. ## The less obvious link has a real market precedent COREX's partner page explicitly offers co-delivery between operational execution and strategic advice, including growth/business consultants. InTandem's partner material describes co-selling, integrated execution behind strategic work and service-partner delivery. These participant descriptions establish complementary advisory/implementation collaboration rather than merely proving that agencies exist. They do not confirm a Masha engagement or require adopting another firm's methods or certification claims. [COREX co-delivery programme](https://www.corexoperations.com/partnerships/), [InTandem consulting partnerships](https://growintandem.com/partnerships/). The inference is that a consultancy with direct client access may make a senior commercial adviser part of an actual mandate. An implementation catalogue alone is weaker evidence; prioritize firms whose public language demonstrates collaboration or senior outcome-owned work. There is no supplied referral fee, subcontract rate, exclusivity or revenue-share agreement to offer on Masha's behalf. ## Recipient, exchange and next step Founder, Managing Partner, consulting-practice lead, Head of Partnerships or Client Services Director can assess the complementary scope and commercial terms. The relevant person must actually control engagements or client relationships, not only run marketing for the firm. Ask whether a current or recurring technology-client need would benefit from senior GTM/partnerships leadership alongside its delivery team, and invite a discussion of one appropriate engagement. The strongest cards are the 30+ startup advisory record and pipeline discipline, supported by Pangle/Snap/TravelTech commercial results when the client's domain warrants them. CRM intelligence, analytics and automation explain how she works with execution teams; they should not turn the proposal into “hire me to build your HubSpot sequences.” Client no-go roles still apply: a co-delivery remit without meaningful ownership is not made suitable by calling it advisory. ## Keep the exact position in the chain H12 is direct growth leadership of an AI/software services firm's own business. Here the ask is participation in a client advisory mandate that the firm already has access to. H13 offers candidate placement into independent employer/client briefs. A consultancy that merely resells talent can be a placement lane rather than this world; its business label does not decide the exchange. The best native letter here addresses the partner's ability to join strategy with delivery, not an employer's vacant director role. Find B2B GTM consultancy, SaaS growth advisory, revenue operations consultancy, CRM consultancy serving software companies, sales strategy consultancy and technology commercialization advisory. Avoid broad consumer-performance agencies, commodity lead-generation services and unrelated professional-services firms: their engagements would not carry the stated senior commercial scope. This is a contamination distinction, not a blanket agency ban; co-delivery partners and specialist recruiters are deliberately admitted elsewhere. ## Allocation and practical limits A relevant first conversation can establish the end client, scope, how ownership and client access work, and whether Masha's existing commitments allow it. Do not promise free diagnostics, unlimited capacity, partner certifications or a growth multiple. A commercial-project relationship is not a licence to reuse employer customer data. **Initial weight: 3.** The exchange is real and supported by her advisory history, but partner fit and willingness to share commercial ownership are uncertain. A small allocation lets this independently plausible route be tested without diverting substantial effort from direct buyers and placement firms. The market precedent establishes mechanism, not conversion or the number of available paid briefs. ## Why this sequence The immediate recipient controls delivery engagements with technology clients. Masha's contribution is the market, proposition, partner-strategy and pipeline judgement those engagements can use alongside implementation. The opening leads with her 30+ startup record, preserves the early-stage context of 3–5x pipeline growth, and adds platform operating proof. This is an invitation to discuss a paid, selective engagement with meaningful client-level commercial ownership; it is not a promise of Masha's entire consultancy team, a fixed package, white-label IP or vendor certification. COREX's co-delivery programme was reread and supports a joint-engagement mechanism only. No provider referral fee, exclusivity or subcontract terms are adopted. The correspondence remains about one appropriate client scope. ### Email 1 — Opening Subject: Senior GTM advisory alongside delivery Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko. Through SLSBMB, the consultancy I co-run, I've advised 30+ startups and scaleups on GTM, partnerships and pipeline quality. Our playbooks have generated 3–5x pipeline growth for early-stage clients. I also lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years. I'm exploring selective, paid advisory engagements alongside GTM and RevOps delivery teams. I'd bring senior commercial ownership to a technology-client engagement: choosing the market and proposition, building the partner strategy and defining a pipeline the client can forecast against, while your team handles its delivery scope. That gives the client one connected path from commercial decisions to execution. I'd be interested in working directly with an AI, SaaS or AdTech founder or commercial leader as part of a clearly agreed engagement. Would it be worth discussing a client scope where that contribution would complement your team? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did my note about advisory co-delivery reach you? I'd like to hear whether a technology-client engagement could use senior GTM or partnerships ownership alongside your delivery team. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. What I'd bring to a joint engagement is ownership of the commercial choices behind the systems: who the client should pursue, how to make the proposition land and which partners can contribute business. That can sit alongside the implementation work your team owns. Does a client scope like that come to mind? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a discussion about an appropriate advisory engagement together. If a different partner or practice lead owns technology-client scopes, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Would senior GTM and partner-strategy ownership be a useful addition to one of your client engagements? I'd appreciate your view on the client need and scope that would make a collaboration worthwhile. Best, Masha ## Targeting 408 exact company-description / role-title combinations. Full rows are in the companion CSV. # 17. H17 — Accelerator operators — match her expertise to a real founder mandate One-hop through programme operators with actual founder/expert matching to a senior advisory or hiring need in a suitable technology company. This does not invent a commitment to unpaid mentoring, generic workshops or Web3 programmes. ## Audience research # H17 — Accelerator programme operators: match a commercial adviser to a founder with a real growth mandate ## Direct access to founders can make a useful one-hop route Technology accelerators and founder-support programmes work with companies while they are deciding how to turn a product and initial traction into a commercial business. Programme/portfolio operators often know the founder's actual challenge and can match experienced people to it. Masha can be considered for a selective, outcome-owned commercial advisory need or a senior role at a programme company. The ultimate buyer is that founder/company, not the programme merely asking her to deliver generic motivational content. The intermediary's incentive is programme-company progress, founder satisfaction and useful practical expertise. This is not an assumed paid-placement economy. It is a mission-aligned matching mechanism and must stay close to a real commercial decision: a specific AI/SaaS/AdTech founder who needs GTM, partnerships or monetization ownership. Neither attending a demo day nor mentoring any startup automatically produces the client's desired outcome. ## The market trace supports contact with the decision-maker Startupbootcamp describes giving startups direct access to mentors and partners and maintains a mentor network with accounts of introductions and practical support. That supports a real programme-to-founder channel, not just the existence of events. Its programmes are industry-specific and can include excluded verticals; the named example does not authorize outreach for a crypto/Web3 mandate. [Startupbootcamp programme and mentor network](https://startupbootcamp.org/). The inference is that an operator could introduce Masha to a suitable founder or help scope an appropriate senior advisory contribution. It is not evidence that the programme pays mentors, that all founders can afford advisory, or that Masha has consented to unpaid workshops. The actual paid/commercial scope remains to be established. ## Who should receive the letter Programme Director, Managing Director, Head of Portfolio, Head of Founder Success, accelerator founder or the person managing mentor/expert matching can perform the immediate action. Pure event operations, student entrepreneurship clubs with no relevant businesses and people only selling sponsorships are not substitutes. The final founder remains the employment/advisory yes-owner; the operator provides existing access and contextual matching, not several speculative hops. Ask whether a programme founder is looking for senior commercial help in the relevant domains and whether it makes sense to connect on a concrete mandate. Masha's startup-advisory record is the lead card; her Pangle/Snap platform results support credibility. The native exchange offers useful commercial expertise and asks for fit-based matching, not a blanket request to promote a CV or register her as a volunteer. ## Boundary from neighbouring channels VC platform teams in H14 have investment/portfolio incentives and usually a different ongoing relationship. H18's curated leadership communities match established peers/advisers rather than run time-bounded startup cohorts. H19's venture studios employ an operating team themselves; this article does not ask to join a studio's internal team. A programme housed inside a venture studio may support both routes, but the immediate ask and final decision path must stay distinct. Research software startup accelerator, B2B technology accelerator, AI accelerator programme and founder-support programme with mentor/adviser matching. Stage and cohort composition are descriptive clues, not exact provider filters. Copy can speak of the types of founder problem Masha addresses without asserting a particular cohort has weak pipeline. Senior advisory must remain about outcomes, not slide production or consumer campaign execution. ## Why a small but real prior No free work, speaking schedule, mentoring commitment or promise of direct hiring is supplied. The first conversation should test whether a legitimate commercial matching route exists before any such undertaking. These are internal navigation limits; the letter should lead with the genuine experience rather than recite missing arrangements. **Initial weight: 2.** The channel is observable, the founders are accessible through one existing programme relationship and her advisory experience is useful. Payment, company maturity and mandate authority are much less certain than in direct founder or specialist-search worlds. This lower weight preserves the experiment without pretending that community participation is itself the client's final objective. ## Why this sequence The programme recipient can contextualize a founder's commercial need and make a direct introduction. The opening leads with Masha's 30+ startup/scaleup advisory record, the scoped historical pipeline result and Pangle growth, then makes a senior role or paid selective advisory purpose explicit. GTM choices, partner strategy and pipeline quality explain the relevant founder contribution. This does not ask the programme to pay mentors, offer generic speaking exposure, register Masha as a volunteer or circulate her to an entire cohort. Pings keep the request close to a real founder decision and allow the expert-matching owner to route it. The final company's commercial scope and excluded verticals still govern fit. ### Email 1 — Opening Subject: Commercial leadership for a programme founder Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko. Through SLSBMB, the consultancy I co-run, I've advised 30+ startups and scaleups, including Fundmates, on GTM, partnerships and pipeline quality. Our playbooks have generated 3–5x pipeline growth for early-stage clients. I also lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years. I'm exploring a senior commercial role or selective paid advisory engagement with an AI, SaaS or AdTech company. I'd bring practical ownership of market choices, partner strategy and a pipeline the founder can make decisions from, backed by hands-on platform growth. I'm London-based, with EMEA and APAC experience. I'd like to speak with a founder who wants senior ownership of a defined commercial outcome. Would you be open to introducing me to a founder considering that kind of senior hire or advisory engagement? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did my note reach you? I'd like to hear whether a programme founder is looking for senior GTM or partnerships ownership where my operator and advisory background could fit. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. A useful founder match would have a real commercial decision to advance: a market-entry plan, a partner strategy or a pipeline-quality question. I'd be interested in owning that work through a senior role or selective advisory scope. Does a founder you support come to mind? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a relevant founder introduction. If a colleague manages commercial expert or adviser matching, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does my profile fit the commercial needs you see among the founders you work with? I'd appreciate your view on the kind of role or advisory scope that would make an introduction useful. Best, Masha ## Targeting 264 exact company-description / role-title combinations. Full rows are in the companion CSV. # 18. H18 — Curated leadership communities — a consented commercial introduction A small one-hop experiment through communities that demonstrably match founders with operators and advisory expertise. Entry eligibility, no-pitch rules and permission are retained; visibility or unpaid participation is not substituted for a senior role or advisory outcome. ## Audience research # H18 — Curated software-leadership networks: a consented route to a relevant commercial advisory or hiring conversation ## A real matching channel, not generic networking for its own sake Some professional communities actively connect software founders and CEOs with experienced operators, advisers and stage-relevant expertise. Where organizers already do that matching, they can be a one-hop route to a company choosing commercial leadership or advice. Masha's contribution is a practical operator profile with platform-growth and startup-advisory experience. The desired result remains a senior role or selective advisory engagement; membership, a talk, visibility or new followers is not a replacement outcome. The intermediary benefits from useful expertise, better member support and a stronger network. There is no reason to presume a referral fee or paid placement mandate. The route is plausible only when the organizer's actual practice includes connections relevant to the decision, not when a conference organizer vaguely “knows lots of people.” This keeps the experimental edge causal rather than building a chain of acquaintances. ## Specific evidence and important eligibility constraints Boardwave publicly describes a connection/mentoring platform and a partner-expertise layer that includes commercial-growth and advisory support. It also describes a curated community for European software founders/CEOs and no-pitch peer sessions. Those conditions matter: Masha's consultancy co-founder background does not by itself establish eligibility as a software CEO, and no public page guarantees an invitation or a paid engagement. [Boardwave's connection and expertise model](https://www.boardwave.org/what-we-offer). The market trace supports organizer-mediated access to decision-makers and practitioners. The research inference is that an appropriately consented expert/adviser contribution could lead to a specific commercial discussion. It does not authorize solicitation inside protected peer groups, harvesting a member directory, purchasing membership, or promising volunteer work on Masha's behalf. The useful route is to ask the responsible organizer whether her experience fits an accepted matching/advisory channel. ## The recipient's action and the client's value Head of Community, programme/mentoring lead, Managing Director, CEO of the network or Head of Partnerships can assess whether there is an appropriate expert/referral lane. The final yes-owner is a member-company CEO/founder or commercial executive. The immediate ask is a fit check and, if appropriate, an introduction to a company with a real senior commercial/advisory need — not access to everyone, a mailing list or a promise to sell services at a no-pitch gathering. Lead with concrete platform-growth responsibility, 30+ advised startups and cross-market commercial experience. The value to the community is relevant, practical expertise that helps a member make or execute a commercial decision. No-pitch and curated-entry rules can govern the channel while Masha still clearly states what kind of mandate she is exploring. Copy should not conceal the career/advisory purpose to obtain access under a false identity. ## Why this is not another recruiter or accelerator campaign H13 has an external mandate inventory and placement economics; here membership/expertise matching is the mechanism. H17 has a cohort's startup-development situation; this world includes an established founder/leader community organized around peer challenges. Their most specific letters, eligibility gates and reasons to help differ. A community that actually runs paid executive placement becomes a placement lane rather than a duplicate network campaign. Ordinary industry associations or conferences do not automatically inherit Boardwave's matching mechanism. Search for software leadership community, B2B technology founder network, curated software CEO network and operator/adviser community with practical member matching. Use organizer/practice-owning titles, not every member as an intermediary. Direct outreach to member CEOs can be part of their own employer world; this article is specifically the organizer's matching route. A small country-addressable pool can still be worth reaching; no city/radius or membership eligibility filter is available in the contact-search catalogue. **Initial weight: 1.5.** This is the smallest allocation because eligibility, permission and the transition from expertise-sharing to a paid/leadership mandate are uncertain. Nevertheless, an accessible primary source supports the exact non-obvious channel, and there is an honest first ask that requires only one hop. Retain it as a modest experiment, not as a guarantee that unpaid networking eventually turns into work. ## Why this sequence The community organiser can assess an allowed matching route, not automatically admit Masha as a software CEO or authorize solicitation in a peer group. Boardwave's complete public offer was reread: curated entry, confidential no-pitch Breakouts, expert connections and partner-backed expertise are distinct arrangements. The copy therefore asks about an organiser-approved introduction/expert route to a real senior role or paid advisory need. It does not conceal the commercial purpose, promise unpaid mentoring, claim membership or ask for a directory. The platform-growth and startup-advisory record supplies the practical expertise such a matching route can assess. Eligibility and whether a community supports paid mandates remain unresolved channel conditions, not a fabricated assurance or a catalogue of candidate weaknesses. ### Email 1 — Opening Subject: A commercial operator for your expert network Hi {{fallback prospect.firstName "there"}}, It's a pleasure to meet you. I'm Masha Andriyenko. I lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years. Through SLSBMB, the consultancy I co-run, I've advised 30+ startups and scaleups on GTM, partnerships and pipeline quality. Earlier at Snap, I grew my gaming and mobile-app book from $2M to $8M in quarterly revenue. I'm exploring a senior commercial role or selective paid advisory engagement with a B2B technology company. I'd bring a combination of scaled-platform growth and practical founder advisory: EMEA partnerships, market expansion and a pipeline the leadership team can plan against. I'd like to be considered through an organiser-approved expert or introduction route when a member needs that kind of commercial ownership. I'm based in London and work in four languages. Do you have an appropriate route to match that background with a member considering a senior hire or advisory engagement? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did you have a chance to read my note? I'd like to hear whether my commercial background could fit an expert-introduction route you offer, with a senior role or selective advisory mandate as the purpose. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. What I'd bring to a member is practical ownership of a commercial question, combining platform partnerships with startup GTM experience. A relevant match would be someone deciding who should lead EMEA growth or a defined advisory scope. Is that a kind of introduction your community supports? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome your view on an appropriate expert or introduction route. If another colleague handles that matching, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does my profile fit a commercial need members bring to your team? I'd appreciate your view on whether an approved introduction could lead to a senior role or paid advisory conversation. Best, Masha ## Targeting 248 exact company-description / role-title combinations. Full rows are in the companion CSV. # 19. H19 — Venture studios and hands-on investor platforms — join the operating team Direct senior commercial operating/advisory roles within a venture builder or investor's own hands-on platform team. Uses the combined startup and platform record across a defined venture remit, distinct from introductions, investment roles and equity-only cofounding. ## Audience research # H19 — Venture studios and hands-on investor platforms: join the commercial operating team itself ## The direct yes-owner can employ the operator across several ventures Venture studios build companies with a shared operating team. Some investor platforms also maintain their own hands-on commercial/EIR capacity rather than only referring outside advisers. A senior operating role or selective contracted advisory remit in such a team can be a real route to Masha's purpose: commercializing B2B technology ventures, building partnerships and taking responsibility for usable GTM outcomes across a defined portfolio. The studio/platform leader is the direct buyer, not merely an introducer. This uses several parts of Masha's actual history together: advising 30+ startup/scaleup businesses, designing GTM and pipeline systems, and operating platform partnerships at scale. The contribution is a commercial function serving real ventures, not investment selection, building model technology, fundraising for a new company, or agreeing to become an equity-only founder. A role labelled EIR is relevant only when the actual commercial mandate fits; the title is not permission to invent entrepreneurial ambitions. ## The public traces support the internal operating-team world Founders Factory's team page lists commercial, growth and strategic-development functions within its operating team, while its studio page describes shared growth and strategic-partnerships support. That establishes an organization with its own operating capability, not just a directory of startup founders. Balderton's historical EIR appointment supplies a separate investor-platform example of an executive contributing SaaS strategy and expansion expertise. None of these pages is a current vacancy for Masha. [Founders Factory operating team](https://foundersfactory.com/team/), [Founders Factory studio model](https://foundersfactory.com/studio/), [Balderton's historical EIR mechanism](https://www.balderton.com/news/press-release-balderton-capital-welcomes-dave-kellogg/). The inference is a direct commercial hiring/advisory possibility within a recognizable team. Masha's startup experience is relevant, but the record does not establish studio employment, equity-venture founding preference, a successful exit or investor-level selection expertise. Copy can sell the commercial contribution without borrowing those credentials. ## Who decides and what the next conversation means The founder/CEO, Managing Partner, Chief Studio Officer, COO or Head of Platform/Portfolio Operations may own team composition and commercial priorities. A Head of Growth, commercial lead or strategic-development executive can sponsor a senior remit. The desired exchange is a defined operating responsibility and compensation arrangement within the team, not a generic introduction to whatever portfolio company is hiring. Ask about senior commercial operating capacity across its B2B AI/SaaS/AdTech ventures, drawing on her platform-growth and startup-advisory record. A useful response describes what she would own, which ventures/markets it covers and whether the contribution is an employment or selective advisory mandate. If the platform only offers external referrals, the conversation belongs to H14/H15/H17; if it asks for a pure founder-in-residence entrepreneurship track, that is not accepted as the client's stated objective. ## Why this needs its own native letter The immediate action is hiring/engaging Masha onto the platform's operating capacity. That materially differs from H14's sponsor-to-founder introduction, H15's portfolio-company operating referral and H17's accelerator expert matching. The recipient population can overlap at a group level, but the team buyer's situation and exchange are independent. A direct-employer letter about one software vendor's EMEA expansion also misses the repeated-venture contribution this organization could buy. Find venture studio, startup studio, venture builder, company builder focused on B2B software, and technology investor platform with hands-on portfolio-growth operations. Useful recipient titles include CEO, Founder, Managing Partner, Chief Studio Officer, COO, Head of Platform, Head of Portfolio Operations and Head of Growth. Descriptions cannot enforce which ventures the employee will support; retain the client's B2B commercial and explicit vertical boundaries, not every consumer or Web3 programme the broader studio runs. ## Allocation and qualification Compensation, venture mix, operating authority and the distinction between advisory and employment need real discussion. No relocation, equity-only remuneration, cofounding commitment or unlimited venture capacity is supplied. Nor does working across a portfolio mean Masha can provide a team of engineers or sell current employer technology. The strongest cards remain the documented commercial operator and advisor record. **Initial weight: 2.5.** This has a concrete, externally evidenced employer model and a useful combination of Masha's startup and platform strengths. It is smaller than direct tech employers and investor introduction channels because openings can be sparse, the exact operating remit varies and some studios emphasize consumer growth or entrepreneurship rather than her desired ownership. The scope uncertainty supports a modest experiment, not removal of a real direct route. ## Why this sequence The recipient owns the studio/platform operating capacity itself. The opening combines 30+ advised ventures, historical early-stage pipeline results and Pangle's regional expansion, then proposes a senior operating role or defined advisory remit inside that team. A defined venture set and commercial authority keep the scope real; no unlimited portfolio capacity, investment credentials, exit history, equity-only entrepreneurship or cofounding commitment is invented. This is not H14/H15's portfolio introduction or H17's programme matching request. Follow-ups stay with an internal team-role conversation and route only to its actual buyer. Founders Factory and Balderton establish the operating model, not an available job. ### Email 1 — Opening Subject: Senior commercial operator for your venture team Hi {{fallback prospect.firstName "there"}}, It's great to meet you. I'm Masha Andriyenko. Through SLSBMB, the consultancy I co-run, I've advised 30+ startups and scaleups on GTM, partnerships and pipeline quality; our playbooks have generated 3–5x pipeline growth for early-stage clients. I also lead TikTok Pangle's EMEA commercial expansion, with 120% CAGR over five years. I'm exploring a senior commercial operating role or selective advisory remit within a venture studio or hands-on portfolio team. I'd bring that combination to a defined set of B2B AI, SaaS or AdTech ventures: choosing markets, building useful partnerships and making their GTM and pipeline commercially accountable. I'm London-based, with EMEA and APAC experience. I'd like to own the commercial work alongside the venture teams, from early market decisions through to partner-led growth. Would you be open to discussing a senior commercial role or advisory scope within your operating team? Best, Masha ### Email 2 — Ping 1 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Did my note about joining your operating team reach you? I'd like to discuss senior commercial ownership across a defined set of B2B technology ventures. Best, Masha ### Email 3 — Ping 2 Hi {{fallback prospect.firstName "there"}}, Hope all is well. The combination I'd bring is practical GTM work with startups and the experience of growing a platform business across EMEA. I'd be interested in owning market priorities, partnerships and usable pipeline alongside the teams building those ventures. Would that be a useful senior contribution within your platform? Best, Masha ### Email 4 — Ping 3 Hi {{fallback prospect.firstName "there"}}, Hope you're having a good day. I'd still welcome a conversation about a senior commercial operating role on your team. If another studio or platform leader owns that decision, would you point me to them? Best, Masha ### Email 5 — Ping 4 Hi {{fallback prospect.firstName "there"}}, Hope your week is going well. Does the commercial scope I described fit the operating capacity you want for your ventures? I'd appreciate your view on the responsibility or timing that would make a role or advisory conversation useful. Best, Masha ## Targeting 1,210 exact company-description / role-title combinations. Full rows are in the companion CSV. ## Public references - [Masha Andriyenko — archived first-party site and CV corpus](https://mashaandriyenko.com) - [Moloco SDK — publisher inventory and advertiser-demand integration](https://www.moloco.com/capabilities/moloco-ads/sdk) - [PubMatic–Trainline — European commerce-media partnership](https://pubmatic.com/news/trainline-leverages-pubmatics-commerce-media-technology-to-scale-programmatic-advertising-across-europe/) - [CSA Labs EMEA — software executive search and international leadership](https://csa-emea.com/executive-search-emea/) - [Intrinsic — retained SaaS, AI and B2B technology executive search in Europe](https://www.intrinsicsearch.com/) - [HubSpot Solutions Partner Program — commercial software ecosystem](https://www.hubspot.com/partners/solutions) - [Glean — launch of its enterprise AI partner network](https://www.glean.com/press/glean-launches-global-partner-network-to-scale-its-growing-enterprise-ai-ecosystem) - [Mistral — strategic, ecosystem and integration partners](https://mistral.ai/partners/) - [Anthropic — Claude Partner Network announcement](https://www.anthropic.com/news/claude-partner-network) - [Nick Bottai — independent fractional commercial leadership for B2B SaaS and FinTech](https://nickbottai.com/) - [Bullingstone — SaaS revenue-leadership executive search](https://www.bullingstone.com/saas-cro-executive-search) - [AppsFlyer — measurement integration and partner-development ecosystem](https://www.appsflyer.com/solutions/partners/) - [Travelport — European technology partners and NDC content distribution](https://www.travelport.com/press-releases/travelport-expands-access-to-ndc-content-through-growing-network-of-trusted-technology-partners) - [Criteo — technology and demand connectivity for retail-media monetization](https://www.criteo.com/business/retailers/) - [Stripe — partner distribution, platform embedding and commercial tracks](https://stripe.com/partners/become-a-partner) - [Magnite and MNTN — streaming inventory and media-owner commercial partnership](https://www.magnite.com/press/mntn-and-magnite-turn-live-streamings-biggest-moments-into-performance-tv-for-growth-brands/) - [Malt Strategy — independent consultant and interim-executive matching](https://www.malt.com/c/maltstrategy/consultants) - [Balderton — portfolio services, talent and executive-in-residence functions](https://www.balderton.com/team/) - [Balderton — historical appointment of a SaaS executive in residence](https://www.balderton.com/news/press-release-balderton-capital-welcomes-dave-kellogg/) - [One Peak — talent, GTM and global-expansion support for software companies](https://www.onepeak.tech/for-founders) - [Hg — portfolio Chief Customer Officer role and company C-suite value creation](https://hgcapital.com/team/grant-watling) - [COREX Operations — strategic advice and operational co-delivery partnerships](https://www.corexoperations.com/partnerships/) - [InTandem — integrated GTM/RevOps delivery and service partnerships](https://growintandem.com/partnerships/) - [Startupbootcamp — programme, founder, mentor and partner access](https://startupbootcamp.org/) - [Boardwave — curated leadership connections, mentoring and partner expertise](https://www.boardwave.org/what-we-offer) - [Founders Factory — shared operating team and commercial/growth functions](https://foundersfactory.com/team/) - [Founders Factory — venture studio's shared growth and strategic-partnership support](https://foundersfactory.com/studio/) - [Gamesforum — participant account of game-economy and ad-network ownership](https://www.globalgamesforum.com/news-media/gamesforum-meets-otto-simola-head-of-ad-monetization-fingersoft) - [Darchi Digital — published mobile-app monetisation role vocabulary](https://www.darchidigital.co.uk/jobs/head-of-monetisaiton-mobile-apps/) - [Expedia Group — lodging, API, connectivity and multi-product B2B distribution](https://partner.expediagroup.com/en-au/join-us) - [Distribusion — B2B ground transportation platform and founder/business role](https://www.distribusion.com/about-us) - [Distribusion–Arrive Agencies — corporate and multimodal distribution partnerships](https://www.distribusion.com/news/arrive-agencies-partner-with-distribusion-technologies-to-enhance-sustainable-ground-transportation-offerings-for-their-corporate-travellers) - [Stripe — commercial platform and enterprise business-development title culture](https://stripe.com/blog/industry) - [Intrinsic — software sectors, roles and completed assignments](https://www.intrinsicsearch.com/about-us/) - [Intrinsic — external search-team title culture](https://www.intrinsicsearch.com/team/) - [IAB UK — AI in the advertising-technology ecosystem](https://www.iabuk.com/ai-ad-tech-ecosystem) - [Partnership Leaders — channel and modern software ecosystem panel](https://lp.partnershipleaders.com/channel-partnerships-vs-modern-saas-partnerships) - [Partner Insight — recorded ecosystem-role interview](https://partnerinsight.io/insights/7-trends-in-partner-ecosystem-in-2022) - [PubMatic — global revenue remit and EMEA decision ownership](https://pubmatic.com/news/pubmatic-appoints-megan-ramm-as-global-chief-revenue-officer-to-accelerate-growth-as-ai-transforms-digital-advertising/) - [PubMatic — publisher, advertiser and audience commercial functions](https://pubmatic.com/blog/pubmatic-announces-strategic-leadership-additions-to-its-u-s-team/) - [Criteo — retail-media operator and general-manager vocabulary](https://www.criteo.com/news/press-releases/2024/01/retail-media-innovator-melanie-zimmermann-joins-criteo-to-lead-its-global-retail-media-practice/) - [Mistral–Cloudera — model/inference partnership and senior alliance functions](https://mistral.ai/news/mistral-x-cloudera/) - [GTM Studio — fractional Chief GTM Officer vocabulary](https://www.gtm-studio.com/) - [Credera — commercial growth and alliances executive remit](https://credera.com/en-us/about-us/our-leadership/sarah-hood) - [One Peak — investment, value-creation and talent functions](https://www.onepeak.tech/team) - [PeakEquity — portfolio operators, talent and GTM support](https://peakequity.com/operational-advantage/) - [Boardwave — network-organiser programme, community and partnership titles](https://www.boardwave.org/about-us) - [Startupbootcamp — 2025 programme team and mentor matching](https://startupbootcamp.org/deeptech-and-robotics-ii-2025) - [Pinecone — vector-database technology and referral partner business](https://www.pinecone.io/partners/) - [Seldon — MLOps, LLMOps, model-serving and enterprise platform language](https://seldon.io/) - [PartnerStack — PRM and partner-ecosystem vendor commercialization](https://partnerstack.com/articles/co-sell-partner-experience-announcement)