Onboarding Program Lead - Enterprise

The opportunity

We're looking for an Onboarding Program Lead, Enterprise to own the onboarding experience for Altruist's largest and most complex firms — $1B+ RIAs, aggregator and platform firms, acquisition-driven roll-ups, and API-first shops. These transitions rarely move in a single wave. They come with distributed decision-making, existing back-office teams, real operational complexity, and a continuous pipeline of advisor tranches rather than one go-live date. You'll carry a caseload and set the standard at the same time. You'll personally run the most complex Enterprise engagements while defining the playbooks, milestones, and standards that let the broader team onboard Enterprise firms consistently. You'll be the person the team turns to when a firm's complexity outruns the playbook. 

Credibility here comes from knowing how large advisory firms and platforms operate, not from knowing our software best. You'll be in the room with COOs, CCOs, and principals who will form a view of Altruist based on how well you understand their business in the first thirty minutes. This is an individual contributor role with significant influence across the Enterprise onboarding function. As the function and team scale, there may be an opportunity for the role to expand into people leadership based on business needs and how the organization evolves.

Altruist is investing significantly in Enterprise, and the onboarding model is scaling quickly. You'll have a real hand in shaping it rather than inheriting something finished.

Please note: This is a hybrid position with 3 days per week in the Dallas/Culver City office

Your impact

Lead Enterprise engagements

• Own end-to-end onboarding for the most complex Enterprise engagements, staying the primary point of contact from Sales handoff through operational readiness, training completion, and a documented handoff to the team supporting the firm long term
• Translate how a firm actually operates — its structure, tech stack, operating model, and business objectives — into a transition plan that will hold, and size complexity honestly before commitments get made
• Design each engagement around how the firm is actually organized — the right sessions, for the right audiences, on site when being there will make a difference
• Get creative inside real constraints — position the platform's strengths credibly, design workable paths around what it doesn't do yet, and be transparent about gaps in a way that builds confidence instead of eroding it
• Keep product gaps, accommodations, and open asks centralized and visible to both sides, so different people at the firm aren't working from different answers

Set the Enterprise standard

• Define and enforce the Enterprise onboarding standard — playbooks, milestone definitions, decision points, and what a knowledge transfer has to produce before kickoff — and keep it current as the segment matures
• Set a consistent pre-engagement bar, and hold the team to turning what discovery surfaces into a credible game plan and a tailored engagement
• Build distinct approaches for the firm types and overlays that matter most — breakaway, aggregator, API-first, acquisition, and hybrid — so tailoring stays deliberate rather than improvised
• Be the expertise the team draws on when a firm's complexity outruns the playbook, and hold every Enterprise engagement to the same standard whether or not you ran it

Scale the operating model

• Own the Enterprise feedback loop: synthesize what you're seeing across engagements and bring it back to Onboarding and Customer Success leadership, Product and Engineering, Operations, Compliance, and Enablement with enough specificity to act on
• Partner closely with Operations on queue alignment, bulk processing, and migration data, and help shape how that partnership scales — so firms experience one coordinated transition rather than account-level fragmentation
• Own the workflow and process improvements that don't require Product or Engineering support
• Report to leadership on Enterprise volume, pacing, risk, and capacity, and speak up early when pipeline is outrunning the team's ability to onboard well

What you bring

• 7+ years in implementation, onboarding, transitions, or solutions consulting within financial services; time at a custodian, enterprise wealth platform, or large RIA strongly preferred
• FINRA Series 7 and 63 required
• Consultative depth on how large advisory firms and platforms actually run — operating models, back-office structure, custodial and vendor relationships, tech stacks, and where transitions break down at scale
• Demonstrated experience leading complex, multi-stakeholder implementations for enterprise or institutional clients, not just larger versions of standard onboarding
• The discipline to structure a solution rather than improvise one — reflecting the problem back accurately, committing to a specific follow-up, and returning with real options
• Executive presence and exemplary written, verbal, and facilitation skills — credible when the answer isn't good news, and calm through demanding, high-visibility transitions
• Fluency across the operational mechanics: bulk account opening, ACAT and non-ACAT transfers, NIGO resolution, billing setup, multi-DBA and sub-firm hierarchy, and reporting and integration dependencies — enough to spot risk early and escalate well
• Strong project management instincts and the ability to build alignment and accountability around a plan, keeping teams on track to milestones without direct managerial authority.
• A multiplier orientation: you set standards across teams that don't report to you, delegate real ownership rather than absorbing the work, and measure yourself by what the team can do — not just what you can carry
• Comfort building while delivering — writing the playbook and running the engagements it governs at the same time
• A systems-thinking mindset: knowing where white-glove service is non-negotiable versus where automation should carry the load
• High emotional intelligence, low ego, and a team mindset focused on setting each other up for success