Chief Revenue Officer, Enhatch - Conquer the Complex Sale
- Greater New York City Area
Mark Birch's Overview
- Co Organizer at NYC Enterprise Sales Meetup
- Chief Revenue Officer at Enhatch, Conquer the Complex Sale
- The Dumpling King at Dumplr
- Principal at Birch Ventures
- Trader at Metals Trading
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
Chief Revenue Officer
January 2014 – Present (9 months) Greater New York City Area
January 2010 – Present (4 years 9 months) Greater New York City Area
January 2009 – December 2011 (3 years) Greater New York City Area
Director, Strategic Accounts
2006 – 2008 (2 years) Greater New York City Area
2004 – 2006 (2 years)
2003 – 2004 (1 year)
Global Account Manager
1999 – 2003 (4 years)
Account Executive, Western Region
1997 – 1999 (2 years)
1996 – 1997 (1 year)
Mark Birch's Publications
- June 30, 2014
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.
- September 2, 2014
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.
- November 21, 2013
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.
- May 19, 2014
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.”
- December 2, 2013
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.
- April 14, 2014
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.
- December 9, 2013
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.
- April 28, 2014
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.
- February 18, 2014
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.
- November 25, 2013
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.
- December 23, 2013
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.
- January 27, 2014
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.
- February 3, 2014
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?
- April 21, 2014
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.
- March 31, 2014
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.
- March 17, 2014
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)
Mark Birch's Skills & Expertise
- Early-stage Startups
- Heavy Metal
- Business Development
- Business Modeling
- Sales Presentations
- Digital Media
- Product Management
- Solution Selling
- Enterprise Software
- Angel Investing
- Business Strategy
- Commodity Markets
- HALO jumps
- Cheesecake Trucks
- Black Flag
- Private Equity
- Go-to-market Strategy
- Product Marketing
- Heavy Metals
- Hip-Hop Dance
- Balloon Artist
- Venture Capital
- Corporate Development
- Competitive Analysis
- Strategic Partnerships
- Mobile Applications
- Mobile Devices
- Executive Management
- Marketing Strategy
- Cloud Computing
- Social Media Marketing