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Alexandra SterlingSample

Alexandra Sterling

Founding member

New York, NY · open to Chief Marketing Officer

About Alexandra

I lead product at a growth-stage fintech, and I built this page so the people I actually want to hear from can reach me directly — no gatekeeper, no cold-DM roulette. Everything below is mine.I lead product at a growth-stage fintech, and I built this page so the people I actually want to hear from can reach me directly — no gatekeeper, no cold-DM roulette.

What they're looking for

Chief Marketing OfficerBoard directorships and operating-partner mandates in regulated enterprises.
Hybrid — NYC anchoredSelective, board-cadence
More
🛡️Reach me through my Chief of Staff→

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The bar is deliberate. That is the point.

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Nothing is agreed without Alexandra.

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Be specific. Sophia reads every word and decides what reaches Alexandra. Vague asks don't get through, tell her exactly why this matters and what you need.

Sophia reads this and decides what reaches Alexandra Sterling. The more specific and relevant your ask, the better your odds.

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Sophia screens every request. Submitting doesn't guarantee a reply, that's the point.

Reach Alexandra through Sophia

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Use it with the email Alexandra has for you.

Agent-to-agentAgent Front DoorA2A▾

Alexandra Sterling is represented by Sophia — reachable agent-to-agent. Every proposal is screened against Alexandra's written bar, and nothing commits Alexandra beyond pre-authorized terms.

  1. Discover the machine-readable agent card at /api/a2a/v1/card/demo-alexandra-sterling
  2. Authenticate with a JOOLT API key — Authorization: Bearer <api_key> (scope: mcp:*)
  3. POST a structured proposal to /api/a2a/v1/represent
  4. Sophia screens it against Alexandra's bar and responds agent-to-agent, or brings it to Alexandra.
View agent card →Key-gated. The card is public discovery only; the door stays authenticated.
01

How an automated screen reads me

▾
48%
of your career a keyword screen keeps

A screen keeps my SVP title, B2B SaaS, and tools like ABM and demand gen. It drops the $61M→$148M pipeline I built and the category repositioning that lifted deal size 2.1×.

Seniority of role
Scope & P&L depth
Leadership told as story
Quantified vs. narrative
My Sophia Visibility Index, an illustrative figure, not a measurement, computed from my record across four signals: the seniority of my roles, the depth of my scope & P&L, how much of my leadership lives in narrative, and how many quantified results survive a keyword scan. The more senior and judgment-driven the career, the less a parser can read.1,2 Harvard Business School finds 88% of employers say qualified senior candidates get screened out for not matching a job description’s exact criteria.
02

Where I land in the market

▾
Tier 1
Manager
Tier 2
Director
Tier 3
VP / Head
Reads here today
Tier 4
SVP / Head
Should hold
Tier 5
02b

By the numbers

▾
$45,833/mo
Every month unplaced — or sitting a level below where your record reads — is roughly one month of target-seat base salary left on the table.
$•••,•••
What my target seat pays, shared directly, not posted.
10Illustrative US base-salary band for the seat, anchored to U.S. Bureau of Labor Statistics median pay for management occupations (BLS Occupational Outlook Handbook, May 2024). Base only — excludes bonus/equity. Not a measurement of any one offer.
Scarce — a small number of decisive seats
A directional band, not a live job count. The U.S. Bureau of Labor Statistics projects roughly 331,000 top-executive openings a year (2024–2034); senior seats turn over less often and are filled more deliberately than junior ones.9
03

The proof a filter throws away

▾
$61M → $148M
marketing-sourced pipeline, three years
38%
cost per opportunity cut
2.1×
deal-size lift, enterprise segment
$22M
annual marketing budget
34
team, four functions
04

My scope vs. the band

▾
Budget & P&L accountability$22M annual budget, co-owns sourced-pipeline number with CRO
Indexes at: SVP / C-suite-adjacent
Team & span34 people, 4 direct reports, 4 functions, 2 regions
Indexes at: SVP / C-suite-adjacent
Board & cross-functional exposureQuarterly board demand presentations, twice full GTM review, partners with Product on positioning
Indexes at: SVP / C-suite-adjacent
05

Beyond the keyword screen

▾
What a keyword screen keeps of me
SVP MarketingB2B SaaSdemand generationABMproduct marketingMarketingOpsNordhavenCalloway
What my record actually shows
The leader my record proves I am

I translate brand into pipeline. $61M to $148M sourced, 38% cost-per-opp cut, 2.1× deal-size lift.

06

The seat I should hold

▾
→Chief Marketing Officer
→CMO, B2B SaaS
→VP Marketing (C-suite track)

I've carried the pipeline number, run full-stack marketing at scale, presented to boards, and repositioned a category. My record maps to the CMO seat I'm targeting.

06b

My 3 power moves

▾
1

Lead with my $61M→$148M pipeline build and 2.1× deal lift, not my title.

2

I position as the marketer who carries the number and redefines the category.

3

Frame my work as translation: making positioning specific enough to sell and demand honest…

“Brand and pipeline aren't opposites. I translate positioning into demand, and I carry a sourced-pipeline number alongside the CRO.
07

Sources

▾

Every market figure in this report traces to a real, published source. The visibility figure itself is an illustrative index, not a measurement.

  1. 1Harvard Business School / Accenture — “Hidden Workers: Untapped Talent” · Harvard Business School, Project on Managing the Future of Work · 2021
    88% of employers say qualified high-skill candidates are screened out for not matching a job description's exact criteria (94% for middle-skill).
    https://www.hbs.edu/managing-the-future-of-work/research/Pages/hidden-workers-untapped-talent.aspx
  2. 2Jobscan — Fortune 500 ATS Usage Report · Jobscan · 2025
    97.8% of Fortune 500 companies use an applicant tracking system — automated screening is the front door.
    https://www.jobscan.co/blog/fortune-500-use-applicant-tracking-systems/
  3. 3
▦

Executive Scorecard

Seat-readiness grade
80/ 100SVP / Head-seat profile

The verified record reads at the SVP / Head seat, one seat from the top of the ladder.

The graded read formalizes the seat the owner's record reads at on the report's five-seat market ladder (Manager → Director → VP / Head → SVP / Head → C-Suite) — a placement read of the on-file record, not a statistical percentile. Dollar bands are the platform's cited comp model: illustrative US base-salary bands for the seat, anchored to U.S. Bureau of Labor Statistics median pay for management occupations (Occupational Outlook Handbook, May 2024); base only, excluding bonus and equity. Every row cites its source below.

Sources re-verified monthly — every number carries its as-of date.

What this band is worth at the next level
SVP / Head seat — technology & software
$300K–$450K
Typical base for a SVP / Head role in technology & software. Illustrative US base-salary band for the seat, anchored to U.S. Bureau of Labor Statistics median pay for management occupations (BLS Occupational Outlook Handbook, May 2024). Base only — excludes bonus/equity. Not a measurement of any one offer. U.S. Bureau of Labor Statistics — Occupational Outlook Handbook, Top Executives & Management (May 2024) ↗ as of 2026-07-03
C-Suite seat — technology & software
$400K–$700K
Typical base for a C-Suite role in technology & software. Illustrative US base-salary band for the seat, anchored to U.S. Bureau of Labor Statistics median pay for management occupations (BLS Occupational Outlook Handbook, May 2024). Base only — excludes bonus/equity. Not a measurement of any one offer. U.S. Bureau of Labor Statistics — Occupational Outlook Handbook, Top Executives & Management (May 2024) ↗ as of 2026-07-03
Seat readiness
Seat the record reads at (5-seat ladder)
3
Reported
In range · vs JOOLT Presence — the report's five-seat market ladder (scale mapping, not a population statistic) ↗
My thirteen years, $22M budget, team of 34 across four functions, board presentations, co-owned pipeline number with the CRO, and $61M→$148M sourced-pipeline growth read at the SVP / C-suite-adjacent band. · Presence record (market placement read) ↗as of 2026-07-21
Target seat (5-seat ladder)
4
Reported
No public benchmark, shown for the record
C-suite, the seat the record targets next. · Presence record (market placement read) ↗as of 2026-07-21
Scope
Scope dimensions read on the record
4
Reported
No public benchmark, shown for the record
Budget & P&L accountability · Team & span · Board & cross-functional exposure · Tenure & arc · Presence record (market placement read) ↗as of 2026-07-21
Proof
Quantified proof points on record
6
Reported
No public benchmark, shown for the record
6 quantified proof points counted from the record; the underlying figures are owner-stated. · Presence record (market placement read) ↗as of 2026-07-21
The roadmap, next to verify
  • Years leading at scale. Not on public record yet.
  • Portfolio / P&L scope on record. Put the portfolio or P&L number on the record — scope is the seat's first measurable.
  • Externally verified proof points. Quantify a P&L-scale outcome on the record at the next scope and get it externally cited — the single input that re-prices the seat read.
  • Verified public reach (LinkedIn). Verify public reach — a public follower count with the profile URL on the record; visibility indexes the market read.
  • Press & media receipts on record. Land a third-party write-up or interview and put the URL on the record.
  • Keynotes & speaking receipts on record. Get a keynote on film with a public link — a third-party stage receipt.
Projected, not part of the graded read
If the next verified proof point lands at target-seat scope — a P&L-scale outcome quantified and externally cited on the record
80–100 / 100 seat-readiness

Method: The seat the record reads at today, mapped onto the seat-readiness scale (each seat on the five-seat ladder spans 20 points), against the same mapping for the target seat the record already names. No new market data is assumed — the range is the owner's own record at today's seat and at the target seat.

A verified target-scope outcome is the single largest input this card can gain. The graded read stays at today's seat until the outcome is on the record and verified — the projection changes nothing here.

Executive visibility market read

The market read for an executive seat indexes on the seniority the record reads at, quantified proof at scale, and verified public reach. This read shows which of those inputs are on file and cited — it never invents a per-person figure.

Inputs not on file yet: Verified public reach (LinkedIn) · Press & media receipts on record · Keynotes & speaking receipts on record · Externally verified proof points

Top-executive openings (US)
The U.S. Bureau of Labor Statistics projects roughly 331,000 top-executive openings a year, 2024–2034 — the seats this read prices against. U.S. Bureau of Labor Statistics — Occupational Outlook Handbook, Top Executives & Management (May 2024) ↗ as of 2026-07-03
Chief executives — median pay (US)
$206K
BLS median annual pay for chief executives, May 2024 — the public anchor the comp bands above are calibrated to. U.S. Bureau of Labor Statistics — Occupational Outlook Handbook, Top Executives & Management (May 2024) ↗ as of 2026-07-03
How to move the number
  • Put the portfolio or P&L number on the record — scope is the seat's first measurable.moves: grade band · dollar band
  • Quantify a P&L-scale outcome on the record at the next scope and get it externally cited — the single input that re-prices the seat read.moves: grade band · dollar band
  • Verify public reach — a public follower count with the profile URL on the record; visibility indexes the market read.moves: market read
  • Land a third-party write-up or interview and put the URL on the record.moves: market read
  • Get a keynote on film with a public link — a third-party stage receipt.moves: market read

Independent analysis of cited public records and the owner's on-file record — not a hiring assessment, a compensation promise, or career advice. Comp bands describe the market for the seat, never a per-person offer.

Sources

Sources & References

Every claim on this page is grounded in the public record. Here is where Alexandra’s comes from, verify any of it yourself.

  1. Presence record (market placement read) ↗joolt.io

Independent analysis of cited public records. Sources are linked as published; JOOLT does not host or alter them.

From Alexandra

Posted here by Alexandra directly.

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C-Suite

My thirteen years, $22M budget, team of 34 across four functions, board presentations, co-owned pipeline number with the CRO, and $61M→$148M sourced-pipeline growth read at the SVP / C-suite-adjacent band.

,10
19% → 44%
ABM segment share of new ARR
Tenure & arc13 years, first marketing hire → SVP
Indexes at: SVP / C-suite-adjacent

I co-own the number with the CRO, consolidate before I add, and reposition categories that have outgrown their story.

SHRM / SilkRoad — “Employee Referrals Remain Top Source for Hires” · Society for Human Resource Management (SilkRoad Sources of Hire) · 2017
Employee referrals are employers' top source of hires, delivering more than 30% of all hires.
https://www.shrm.org/topics-tools/news/talent-acquisition/employee-referrals-remain-top-source-hires
  • 4Pinpoint — referral hiring analysis (4.5M applications) · Pinpoint · 2023
    Referred candidates are 7× more likely to be hired than those applying via job boards.
    https://www.pinpointhq.com/insights/referrals-are-7x-more-likely-to-be-hired-than-job-board-candidates/
  • 5NBER w11019 — “Informal Hiring Networks and Labor Market Outcomes” · National Bureau of Economic Research (Bayer, Ross, Topa) · 2005
    Peer-reviewed evidence that informal hiring networks measurably drive who gets hired.
    https://www.nber.org/papers/w11019
  • 6AESC — Association of Executive Search & Leadership Consultants · AESC · 2025
    C-suite and board roles are filled through 16,000+ retained executive-search consultants — relationships, not public postings.
    https://www.aesc.org/profession/bluesteps-candidates
  • 7SHRM — Human Capital Benchmarking Report · Society for Human Resource Management · 2016
    Average cost-per-hire $4,129; average time-to-fill 42 days — hiring is slow and costly.
    https://www.shrm.org/topics-tools/news/shrm-benchmarking-report-4129-average-cost-per-hire
  • 8Center for American Progress — business costs of replacing employees · Center for American Progress (Boushey & Glynn) · 2012
    Replacing an executive can cost up to 213% of annual salary — senior vacancies carry outsized cost.
    https://www.americanprogress.org/article/there-are-significant-business-costs-to-replacing-employees/
  • 9LinkedIn Economic Graph — “Which jobs hire quickly?” · LinkedIn News / Economic Graph · 2023
    Director/VP roles take ~50+ days to fill vs. 46.5 for entry-level — senior seats are filled more deliberately.
    https://www.linkedin.com/news/story/which-jobs-hire-quickly-5724012/
  • 10U.S. Bureau of Labor Statistics — Occupational Outlook Handbook (Top Executives & Management) · U.S. Bureau of Labor Statistics · May 2024 wages; 2024–2034 projections
    Median pay: chief executives $206,420; management occupations $122,090 (May 2024). ~331,000 top-executive openings/yr projected 2024–2034.
    https://www.bls.gov/ooh/management/top-executives.htm