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Daniel Corwin

Executive revenue leader

Daniel Corwin is the Chief Revenue Officer (CRO) for Accounts at Navan, a position he has held since November 2021.12 He is a seasoned sales leader with over two decades of experience in high-growth startups and SaaS companies.2

Career Highlights

  • Currently responsible for approximately 80% of Navan's revenue across all business segments.2
  • Previously held leadership roles at notable companies:
    • WeWork: SVP, Head of Sales for US and Canada (2018-2021)1
    • Managed by Q: Head of Revenue (2016-2018)1
    • eMarketer: SVP, Global Head of Revenue (2013-2016)1
    • IntraLinks: Various senior sales leadership roles as the company grew from $25M to $230M ARR2

Approach to Leadership

Corwin is known for his strategic approach to leading sales teams. He emphasizes creating an elite sales culture that balances high standards with support and creativity.2 His leadership style focuses on:

  1. Integrating best practices with authenticity
  2. Balancing accountability and nurturing team members
  3. Encouraging creativity and listening to field insights

Background and Education

  • Started his career in investment banking at Morgan Stanley2
  • Holds a LinkedIn profile with the username "dcorwin"1

Corwin is recognized for his ability to scale businesses and drive revenue growth in various industries. His experience and leadership approach have made him a valuable asset in the corporate travel and expense management sector at Navan.2

Highlights

Feb 8 · linkedin

TripActions is now Navan.   Yesterday was an exciting day for us!

More importantly, yesterday was an exciting day for our clients and for anyone who’s ever experienced corporate travel or expense - whether as a traveler, a manager, a finance or accounting partner, a program administrator, or an executive.

For the first time, you can now manage all business travel and expense through one, fully unified app that delivers a beautiful, consumer grade experience to all involved.

Kirk Giddens Melissa Humble Ken Lawshe Wesley Harding Zachary Faulise Andrew Herman Stephanie Duckham Dajana Gjoza Rebekah Sprole Will Alexander Helma Larkin Máiréad Behan Grant McGrail Nate Moss Marton Chesler Matt Dumoff

Nov 23 · linkedin

I’ve been asked a few times recently how I approach taking leadership of a new team. Below is my approach in 7 steps:

  1. Spend a lot of time with clients. This is where your primary insight and plan should come from. Without it you’re just a glorified note-taker, summarizing insights of others. Get out in the market. Make it your top priority.

  2. Spend time with the team. Lots of it. Resist the urge to be transactional - you may feel great urgency to get things done, but invest the time first in building trust. Let them know you care about them. Get to know them personally. Get to know them professionally. Ask what they see as tailwinds and headwinds; what they like and don’t like about their jobs. Listen actively. Take notes. You don’t have to read the tea leaves - ask them what they need from you, they’ll have an opinion and it will be based on experience in the field. Take it to heart. Tell them explicitly what you expect of them and what they can expect of you. You have a contract with them whether you say it out loud or not - works better if you’re clear.

  3. Look at data. Favor simplicity over precision. You’re looking for reds yellows and greens, not calculus. Don’t take things people say at face value. Make sure you understand with hard numbers where things are going well, where they should be going better, and what matters most. Does the model work or does it need to be changed? What really drives it? Where are the biggest needle-movers?

  4. Synthesize. If the market and the team and the data are all saying the same thing - the plan should be obvious. If they’re not, challenge the discrepancies until you get to a point of clarity. Less is more. Find the fewest number of things that can make the biggest difference.

  5. Communicate. Don’t assume just because you’ve come up with a cohesive plan that others see how it all fits together. Obsess about communicating it effectively. Communicate why what and how. Communicate to your leadership, your peers, your subordinates. Make sure it all fits together in support of a unifying mission or purpose for your team - one that can be expressed clearly and succinctly. Brand it if you can. Make sure you have your team’s buy-in. If you don’t - you either have the wrong team or the wrong plan. Figure out which and fix it.

  6. Measure. Everything you do must be measurable. Have a metric a benchmark and a timeframe. Measure everything.

  7. Execute and iterate. The plan may be good but the people will make it succeed or fail. Make sure you have their buy in. Create an operating rhythm that makes the focus very clear and doesn’t allow reversion to the old way. Balance accountability with enthusiasm. Over-emphasize your levers so it’s simple. Identify milestones you can celebrate. If it’s working, double down. If it’s not, refine based on what you’re seeing.

And then, completely disconnect, gather your loved ones close - and enjoy an amazing Thanksgiving!

Related Questions

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Daniel Corwin
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Location

New York City Metropolitan Area