Mark Birch

Mark Birch

Chief Revenue Officer, Enhatch - Conquer the Complex Sale

Greater New York City Area

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Mark Birch's Overview


500+ connections

Mark Birch's Summary

Mark is an enterprise software tech entrepreneur, early stage startup investor, and moped helmet wearing metalhead based in NYC.

Currently he heads revenue and marketing for Enhatch, a company in the mobile enterprise software industry providing sales & marketing productivity tools. In his spare time, he can be found trawling the narrow streets of Chinatown leading intrepid food explorers on tours to hunt for the best dumplings and Chinese snack foods around town.

Previously, he worked at a diverse group of technology companies including Oracle, E.piphany and Siebel across senior management, sales and product management roles. He got his start in technology by accident as a programmer without any programming experience.

Mark is an active proprietary commodities trader focused on base metals trading in NY and London.

Mark graduated with a Bachelor of Science in Electrical Engineering from Boston University. In his non-working hours, he is a fund raiser for the National Multiple Sclerosis Society and hits the open-mic circuit playing his guitar.

Technology startups and angel investing
Enterprise and B2B SaaS and cloud-based applications
Customer relationship management (CRM) strategies, technologies & business practices
Human Capital Management (HCM) technologies
M&A, capital raising and sales / marketing experience in technology markets
Base metals commodities trading on LME and COMEX
Business expertise in Korean and Greater China marketplaces

Mark Birch's Experience

Co Organizer

NYC Enterprise Sales Meetup

August 2014Present (2 months) Greater New York City Area

Chief Revenue Officer

Enhatch, Conquer the Complex Sale

January 2014Present (9 months) Greater New York City Area

The Dumpling King


May 2013Present (1 year 5 months) Greater New York City Area


Birch Ventures

January 2010Present (4 years 9 months) Greater New York City Area


Metals Trading

January 1991Present (23 years 9 months)

Managing Director

Columbus Holding Group

January 2009December 2011 (3 years) Greater New York City Area

Director, Strategic Accounts

Oracle Corporation

20062008 (2 years) Greater New York City Area

CRM Director


20042006 (2 years)

Sales Director


20032004 (1 year)

Global Account Manager

Siebel Systems

19992003 (4 years)

Account Executive, Western Region

Prolifics (a JYACC company)

19971999 (2 years)

Senior Architect

Prolifics (a JYACC company)

19961997 (1 year)

Mark Birch's Publications

  • What is a Startup?

    • AlleyWatch
    • June 30, 2014
    Authors: Mark Birch

    The question of what makes a business a startup versus a small business came up. When it comes to the small business versus startup divide, I think the distinction is important enough to be more exact with the wording.

  • Sales for Startups: The Single Biggest Objection

    • AlleyWatch
    • September 2, 2014
    Authors: Mark Birch

    When describing your product with prospects, do you ever get an inkling they already have something that does what you do? That is probably because, in order to get anyone to listen to your pitch, you have to couch your solution’s value proposition in terms that others would understand.

  • Sales for Startups: Plans, Processes and Methods

    • AlleyWatch
    • November 21, 2013
    Authors: Mark Birch

    Planning and processes seem anathema to the startup ethos, which is all about failing fast, massive iteration, fast pivots and a good helping of luck. So many things are up in the air that most planning seems irrelevant as soon as the ink dries on the whiteboard. The name of the game is speed, and it’s all about quickly identifying opportunities.

  • The Connection Between Domain Expertise and Successful Startups

    • AlleyWatch
    • May 19, 2014
    Authors: Mark Birch

    Not having enough depth in an industry can be an enormous inhibitor of growth. On this point, Mark Suster sums it up by saying “There is no doubt in my mind that on balance it offers you a huge Unfair Advantage.”

  • Sales for Startups: What’s Your Pipeline?

    • AlleyWatch
    • December 2, 2013
    Authors: Mark Birch

    How healthy is your pipeline? Ask most early stage startups and the answers will generally result in a lot of hemming and hawing. Most will simply list a bunch of companies they are talking to. A few will have some revenue estimate attached. But very few will have a holistic view of how all these deals stack up, when they might close and how “real” each deal is.

  • Sales for Startups – Not All Leads Are Equal

    • AlleyWatch
    • April 14, 2014
    Authors: Mark Birch

    There are some pretty wide ranging degrees of success when converting leads when measuring by lead source. While this will differ based on industry and business model (for example, social media might be much more important for a mobile consumer app), the point is that some lead sources produce significantly more gold than others.

  • Sales for Startups: Power-Law Pipeline

    • AlleyWatch
    • December 9, 2013
    Authors: Mark Birch

    This dynamic of VC investing is by now well understood. Yet what many startup founders do not realize is that similar math drives their sales efforts. Sales revenue is the lifeblood of B2B tech startups. So how does one get all those paying customers? It starts with big numbers.

  • Investor Pitches vs. Customer Pitches

    • AlleyWatch
    • April 28, 2014
    Authors: Mark Birch

    Build the investor deck and the customer deck separately. Do them at different times, and do not be tempted to leverage a few slides here and there to move things along. Truly put yourself into the head of the audience, and see with their eyes what they see and think and experience.

  • When Startups Partner With Big Companies

    • AlleyWatch
    • February 18, 2014
    Authors: Mark Birch

    Many startup founders are of the opinion that partnerships are the way to quickly scale, but as I mentioned, most partnering relationships either never materialize after much effort or create negative value. However, partnering can be a sensible approach when your startup has no inherent barriers to entry, can easily be copied or it needs to quickly build a wide network/market presence.

  • The Problem With Analyzing Unicorns

    • AlleyWatch
    • November 25, 2013
    Authors: Mark Birch

    I have a different take on Aileen’s post. There is a lot of mythmaking that goes on around Silicon Valley and the startup world — much of it based more on intuition than actual data. Let’s face it, we make decisions and come to conclusions on a daily basis, whether insignificant or important, on nothing more than a whim.

  • Sales for Startups: Tactics Differ by Growth Stage

    • AlleyWatch
    • December 23, 2013
    Authors: Mark Birch

    Startups grow in very distinct phases. At first, you have an idea, but no product or customers. Then, you have a pilot or two with alpha customers using a product that is very half-baked. Later on, you have a few more customers that are paying for the more finished product. If all should go well, you are probably on your way to scaling up the startup into an actual sustainable business.

  • The Killer Startup Team

    • AlleyWatch
    • January 27, 2014
    Authors: Mark Birch

    Not every startup needs someone intimately familiar in an industry, and quite a few startups have been successful despite a lack of expertise on the team. However, in many situations, having depth of experience and know-how can be critical. Domain expertise is the ultimate unfair advantage.

  • Startup Accelerators Are the New MBA

    • AlleyWatch
    • February 3, 2014
    Authors: Mark Birch

    Startup accelerators are the new MBA. Maybe the analogy isn’t perfect, but I do believe that startup accelerators have many of the elements that are lacking for entrepreneurs with typical MBA programs. Think about it, where else would you get paid* to test your business concept?

  • The 800lb. Gorilla vs. the Startup

    • AlleyWatch
    • April 21, 2014
    Authors: Mark Birch

    The point is taking a tangential approach to the market is going to be the winning strategy for startups. You will not convince a lot of people early on, but those are not your customers yet. You need to grow into those more conservative customers and gain a bit of traction first.

  • Startup Fundraising: Be Confident

    • AlleyWatch
    • March 31, 2014
    Authors: Mark Birch

    So that’s one fundraising lesson: project confidence. But more than that you must actually BE confident because there will be times when things look so bleak that unless you truly believe you’ll trick yourself into thinking it’s all over.

  • From Wall Street to Angel Investor

    • AlleyWatch
    • March 17, 2014
    Authors: Mark Birch

    Wall Street pros transitioning to angel investing would do well to put the ego in check and the learning cap on. There are few arenas in life more humbling than technology startups, where 75% result in failure. When folks with long winning streaks run into this maelstrom of failure, you can expect turbulence.

Mark Birch's Languages

  • English

    (Native or bilingual proficiency)
  • Chinese

    (Elementary proficiency)

Mark Birch's Skills & Expertise

  1. Copper
  2. Early-stage Startups
  3. Dumplings
  4. Heavy Metal
  5. Business Development
  6. Business Modeling
  7. Sales Presentations
  8. Digital Media
  9. Product Management
  10. SaaS
  11. Start-ups
  12. Solution Selling
  13. Enterprise Software
  14. Angel Investing
  15. Fundraising
  16. Business Strategy
  17. Commodity Markets
  18. HALO jumps
  19. Jenga
  20. Telepathy
  21. Cheesecake Trucks
  22. Black Flag
  23. Private Equity
  24. Go-to-market Strategy
  25. Strategy
  26. Consulting
  27. Product Marketing
  28. Heavy Metals
  29. Hip-Hop Dance
  30. Balloon Artist
  31. Shopping
  32. Exercise
  33. Venture Capital
  34. Corporate Development
  35. Competitive Analysis
  36. Marketing
  37. Strategic Partnerships
  38. Mobile Applications
  39. Mobile Devices
  40. Management
  41. CRM
  42. Entrepreneurship
  43. Leadership
  44. Executive Management
  45. Sales
  46. Marketing Strategy
  47. Cloud Computing
  48. Analytics
  49. Social Media Marketing

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Mark Birch's Education

Mark Birch's Volunteer Experience & Causes

  • Volunteer Experience

    • Fund Raiser

      National MS Society
      • Health
  • Volunteer Interests

    • Causes I care about:

      • Science and Technology

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