Sales Leader @ Salesforce | LinkedIn Top Voice in Sales (2024) | GTM Advisor | Disruptive Innovation Evangelist | ex-Slack, Bloomberg

SaaS revenue leader with 15+ years of experience selling, building and growing high-performing Go-to-Market organizations across hyper-growth startups, unicorns, and Fortune 100 enterprises.

I specialize in designing repeatable revenue engines, scaling new markets, and operationalizing GTM strategy to drive durable, compounding growth. My experience spans 0→1 builds, rapid scale, and enterprise transformation within multi-billion-dollar ARR environments.

Today, I lead Enterprise & Strategic sales (New Logo Acquisition) for North America East and South at KnowBe4. We’re a top Vista-Portfolio Company, and a global leader in Human Risk Management and AI-driven cybersecurity, serving 70,000+ customers worldwide. 

Previously, I held revenue leadership roles at Slack, Salesforce, Bloomberg, and Engine, a $2.1B Blackstone-backed travel-tech platform.

I also advise and invest in B2B SaaS and AI companies as a Limited Partner at Stage 2 Capital, partnering with founders on their path to category leadership.


🚀 𝐎𝐮𝐫 𝐍𝐘𝐂 𝐭𝐞𝐚𝐦 𝐢𝐬 𝐠𝐫𝐨𝐰𝐢𝐧𝐠 𝐟𝐚𝐬𝐭𝐞𝐫 𝐭𝐡𝐚𝐧 𝐲𝐨𝐮𝐫 𝐋𝐢𝐧𝐤𝐞𝐝𝐈𝐧 𝐟𝐞𝐞𝐝 🚀 

KnowBe4 is officially moving into a massive new NYC space! We’re scaling the squad, and we have brand-new desks that are currently suffering from a severe lack of high-fives. 🗽✋

𝐖𝐢𝐬𝐡 𝐲𝐨𝐮 𝐜𝐨𝐮𝐥𝐝 𝐦𝐞𝐞𝐭 𝐭𝐡𝐞 𝐭𝐞𝐚𝐦 𝐛𝐞𝐡𝐢𝐧𝐝 𝐭𝐡𝐞 𝐬𝐜𝐫𝐞𝐞𝐧 𝐛𝐞𝐟𝐨𝐫𝐞 𝐭𝐡𝐞 𝐟𝐢𝐫𝐬𝐭 𝐢𝐧𝐭𝐞𝐫𝐯𝐢𝐞𝐰? 💻✨

I’m a big believer that the best work happens when awesome people connect over a common purpose. We’re really focused on leaning into that 'squad' energy - creating a culture where we aren't just working in parallel, but truly collaborating on a vision we’re all excited about. It’s pretty incredible what we can pull off when that alignment clicks. 🤝

🍹 𝐓𝐡𝐞 𝐇𝐢𝐫𝐢𝐧𝐠 𝐇𝐚𝐩𝐩𝐲 𝐇𝐨𝐮𝐫: 𝐖𝐞’𝐫𝐞 𝐡𝐨𝐬𝐭𝐢𝐧𝐠 𝐚𝐧 𝐢𝐧-𝐩𝐞𝐫𝐬𝐨𝐧 𝐦𝐢𝐱𝐞𝐫 𝐧𝐞𝐱𝐭 𝐓𝐡𝐮𝐫𝐬𝐝𝐚𝐲 (1/29) 𝐢𝐧 𝐝𝐨𝐰𝐧𝐭𝐨𝐰𝐧 𝐍𝐘𝐂

It’s the perfect low-pressure way to skip the digital fatigue, grab a drink, and see if you vibe with the team in real life.

💺 𝐓𝐡𝐞 𝐎𝐩𝐞𝐧 𝐒𝐞𝐚𝐭𝐬:

Enterprise AEs & AMs: Join the heavy hitters on Ron Kelly's, Andrew Mcnett’s and my team.

SDRs: Start your legacy under the one and only, Allycia Rodriguez. (Fun fact: We love to promote internally-many of our top reps started right here!)

SMB & Mid-Market AEs & AMs: High-impact roles for Mike Kuckens’ squad.

Last but not least - work alongside our fearless leader: Stephen Bainbridge

🎯 𝐓𝐡𝐞 𝐌𝐨𝐯𝐞: 𝐈𝐟 𝐲𝐨𝐮’𝐫𝐞 𝐫𝐞𝐚𝐝𝐲 𝐭𝐨 𝐣𝐨𝐢𝐧 𝐚 𝐫𝐨𝐜𝐤𝐞𝐭 𝐬𝐡𝐢𝐩 𝐭𝐡𝐚𝐭 𝐯𝐚𝐥𝐮𝐞𝐬 𝐚𝐜𝐭𝐮𝐚𝐥 𝐡𝐮𝐦𝐚𝐧 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧 𝐚𝐬 𝐦𝐮𝐜𝐡 𝐚𝐬 𝐡𝐢𝐭𝐭𝐢𝐧𝐠 𝐭𝐚𝐫𝐠𝐞𝐭𝐬, 𝐜𝐨𝐦𝐞 𝐬𝐚𝐲 𝐡𝐢.

Message me or any of the Knowsters tagged below to snag an invite to Thursday’s Happy Hour! 👇

#KnowBe4 #Hiring #NYC #SalesJobs #TechSales #WorkCulture #HiringHappyHour

🏷️ The Squad:
Mali Dunisha Taylor Farland Kristen Del Pilar Robinson Law Jack Wolcott Trevor Fagan Nicole Ceraso Martine Di Domenico Julia Tumino Josh Freides Cate Hathaway Caroline Driscoll Andrew Rathbone John Waverka David Miller Hannah Connolly Casey Winston Connelly Matthew Albern Alexandra E. Gwyn Jones Grace Knight Meadow Perez Louis Hoffmann Howard Burg Marcie Tilka Sierra Wille Val Moss Ryan Stelzer Alex Goldstein Ally Krause Ava Oxford Caroline Calcaterra Chris Cornwell Eliza Griggs

Idan Baum

Seasoned sales professional and a young leader with ~15 years of diverse experiences including F100 & Unicorns (7 years with leadership and management responsibilities, 11 in tech sales - primarily Software, SaaS & Cloud). Very strong passion and interest in leadership, management, hiring, onboarding, coaching, mentoring and developing others.

Currently managing and growing Salesforce’s Slack US Mid Market footprint and bringing in new logos. Prior career highlights included sales and business development at Bloomberg, ADP and P&G.

Leadership/management experience:
* Salesforce/Slack: 
- Acted as interim lead for a few months when RVP was on leave
- Serve as a regional go-to for prospecting, account planning, strategy, commercials and negotiations. Asked to join various team and regional all hands meetings to share insights   
- Coach, mentor, and guide SDRs, BDRs and AEs regionally 
- Paired with a few new hires as “buddy” mentor to onboard and help ramp up
* Bloomberg:
- Selected, managed and oversaw a group of 70+ business development reps in NY, SF & BR
- Led a group of 12-16 BD associates as interim Team Leader
- Acted as interim Team Lead for 6 AMs
*Eltel:
- Managed teams of 4-5 sales consultants
- Hired and onboarded reps
*IDF:
- Hired, recruited and led a team of 4-5 intelligence research and development associates


Expertise/Key Strengths: 
*Prospecting strategies across all lines of businesses, personas and seniority levels
*Create and close pipeline generation 
*Maximizing conversation and closing rates 
*Onboarding, teaching, mentoring and coaching new and experienced reps
*Identifying internal processes opportunities,  developing and implementing plans/solutions to improve, scaling impact across teams and departments 
*Optimizing productivity and time management to unlock sustainable peak performance 
*Obsessed with continuous learning, improvement and development to pursue and re-define excellence

Volunteering & Mentorship:
*High involvement beyond work in leadership, mentorship, coaching and developing others while giving back to the community.
*Past and current organizations - CUNY & Baruch College alumni networks, Sigma Alpha Delta Honor Society's mentorship programs, Wiley, Pearson, Salesforce and Slack programs, Bloomberg Philanthropies, ADP and P&G initiatives, UJA-Federation of New York, JOIN Israel and IDF.

Education:
*Hold a BBA, Summa Cum Laude, in Marketing & Economics from Zicklin School of Business of Bernard M. Baruch College (City University if New York). Graduated in the top 1% nominated for Valedictorian/Salutatorian. 

Enterprise & Strategic GTM Leadership @ KnowBe4 • Human Risk Management • AI-Powered & Agentic Cybersecurity | Builder, Operator, Investor & Advisor | Previously: Slack, Salesforce, Bloomberg

A Fortune 500 financial services firm based in New York operated with strict identity and access governance. Privileged access reviews were thorough. Documentation was pristine.

Yet when leadership asked which teams represented the highest human risk, the answers were mostly assumptions.

Security teams guessed it might be newer hires or offshore contractors. In reality, most complexity came from senior teams handling time-sensitive approvals across regions.

The ripple effect was strategic. Controls were evenly applied, but risk wasn’t evenly distributed.

That mismatch quietly weakened the entire program.

Deepfake attacks jumped 40% this year, and most employees still can't tell what's real from AI-generated fakes.

That's why I'm so happy KnowBe4  just launched a new Deepfake Training that lets you create deepfakes of your own executives in minutes, allowing teams to spot AI-powered impersonation before attackers strike.

Catch our webinar where their experts break down real deepfake incidents, reveal where human judgment fails, and show you how to create your own custom deepfake training experience.

Register here 👉 https://bit.ly/4oS2Gy7

#Deepfakes #Cybersecurity #AIThreats

A multinational professional services firm with 60,000 employees encouraged autonomy and trust. Consultants had wide latitude to operate independently.

Security leadership noticed that risk exposure varied dramatically by geography and practice area, even though controls were identical.

The ripple effect was insight. Risk followed behavior patterns, not policy boundaries.

Uniform controls created uneven protection when human behavior wasn’t equally understood or supported.

An enterprise retail organization with 12,000 corporate employees and tens of thousands of seasonal workers relied on standardized training to keep everyone aligned.

But internal analysis showed repeat patterns of risky behavior clustered around specific roles during peak seasons.

The ripple effect wasn’t failure. It was predictability. Risk increased at the same times, in the same teams, for the same reasons.

Leadership realized that one-size-fits-all awareness programs couldn’t account for role-based pressure and seasonal workload.

They had been measuring completion instead of exposure.

A large pharmaceutical company with R&D teams across the US, UK, and Israel focused heavily on protecting intellectual property.

Security reviews showed strong technical safeguards. But leadership struggled to quantify how human behavior affected exposure during collaboration, sharing, and accelerated research timelines.

The ripple effect wasn’t loss. It was uncertainty. Executives couldn’t confidently explain where human-driven risk was increasing or decreasing.

That uncertainty became a governance concern.

A global transportation company with 25,000 employees faced constant operational pressure. Delays, reroutes, regulatory coordination, customer demands.

Security leadership noticed that most risk clustered during moments of urgency, not during normal operations.

The ripple effect wasn’t chaos. It was realization. Risk wasn’t random. It was contextual.

Once leadership saw that, they stopped asking how to add more controls and started asking how to support better decisions at critical moments.

One thing I’ve noticed across large enterprises is that security teams often inherit responsibility without authority.

They’re accountable for outcomes that depend on hundreds or thousands of human decisions they don’t directly control.

The ripple effect is subtle. Programs get designed around policy enforcement instead of behavior enablement. Friction increases. Workarounds multiply. Risk quietly shifts outside visibility.

The strongest security leaders I’ve seen stop trying to control people and start designing systems that anticipate human behavior under pressure.

That mindset change alone alters outcomes.

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