Senior Director, Business Development

About Bastion

Bastion provides the regulated infrastructure businesses need to hold, move, and issue stablecoins. Our platform combines custodial wallets, global payment orchestration, and stablecoin issuance. Customers can use each product independently or connect them into a single end-to-end flow.We operate through our own regulated entities, with compliance and risk controls built directly into the platform. We can also support customers operating under their own licenses with the compliance and financial operations required to run their programs.

Overview

We’re hiring a Senior Director, Business Development to win and close strategic deals with large enterprises: Fortune 500 companies, global brands, and major platforms adopting stablecoin, payments, and treasury infrastructure. These deals are large, complex, and don’t fit a standard sales motion. You open the account, get to the executives who own the decision, navigate the buying committee, structure the commercial terms, and get it signed.

New enterprise buyers appear every quarter, from global brands exploring branded stablecoins to Fortune 500 teams rethinking cross-border payouts internally and for their end-consumers. You find them early and build executive relationships that last beyond a single deal.

You work with our CEO on executive relationships and strategic deals, with product, legal, and compliance on deal structure. This is inherrently a hands-on role with leadership opportunities. We will work with you on what the right long-term career path and ownership scope.

While we have a preference for this role to be based in New York City, we are open to the role being remote across the United States.

Work to Be Done

Instead of a list of requirements, we want to give you a directional look into the first 30, 90, and 180 days on the job.

We are a startup, so the pace is fast and the specific work will change. People who thrive here are finding ways to contribute in their first week, and fully productive in their third month. You need to be okay with that.

If you think this is something you can handle, we will be excited to speak with you.

First 30 days: Learn and originate from week 1

• Join live customer and prospect calls to learn where Bastion wins today
• Support our CEO on live deals that will close in Q4
• Build a target list of large enterprises, with a clear thesis for why each needs Bastion now
• Activate your network and book first executive-level conversations with target accounts

By 90 days: Own the enterprise pipeline

• Run complex enterprise deals end to end: map the buying committee and align finance, legal, compliance, product, and security stakeholders
• Lead commercial structure, negotiation, and procurement for large programs
• Test new enterprise segments and report what converts
• Represent Bastion at events where new buyers show up
• OutcomesA measurable pipeline of originated enterprise opportunities
• At least one Fortune 500-scale deal in late-stage negotiation

By 180 days: Turn new segments into motions

• Convert your strongest segment into a motion that scales
• Write the enterprise playbook: target account logic, buying-committee map, messaging, use cases, early references
• Shape product and commercial strategy with what you learn in market
• Expand into the next geography or use case with the strongest demand
• OutcomesOne segment handed off as a working sales motion
• Large enterprise customers signed from originated opportunities

Some challenges you might tackle

• Long, multi-stakeholder cycles. Enterprise deals move through treasury, legal, compliance, procurement, and security review. You keep momentum across months and many stakeholders.
• Prospects who haven’t started looking. Many future stablecoin buyers have no RFP. You build the thesis and find them first.
• Blurry lanes. BD sits between sales and partnerships. You keep handoffs clean so customers see one Bastion.
• Interesting versus valuable. You qualify hard and walk away from deals that don’t fit.
• Custom structures. Large enterprises rarely accept standard pricing or terms. You structure deals that work for both sides.
• A moving market. Regulation and competition shift fast, and a thesis that works in month one may not hold in month six.

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