John Ungur

Most partnership leaders hand the model to finance. Most finance leaders hand the deal to BD. I've spent 19 years doing both — and that combination is genuinely rare. At Microsoft, I owned complex commercial partnerships with companies like Samsung, ZenBusiness, Factorial, and Rippling — from the initial business case through signed agreements and joint GTM execution. I wasn't handing off to finance to validate the deal; I was building the NPV model, stress-testing the revenue assumptions, and walking into the negotiation with both the numbers and the strategy already aligned. Before that, I co-founded a PropTech SaaS company, built the full financial infrastructure from scratch, scaled to 10,000 monthly active users, and earned acceptance into the NAR REACH accelerator — one of the most selective PropTech programs in the US. That experience changed how I think about partnerships: I understand what it means to be on the other side of the table. I'm now bringing that combination — enterprise BD execution, financial modeling depth, and founder-level ownership — to my next chapter in strategic partnerships or finance and strategy. If you're building something at the intersection of platform growth and commercial rigor, let's talk.