Senior Value Engineer

About Rimes

Rimes provides the Intelligence Fabric for Capital Markets, a trusted data network and intelligence architecture that transforms fragmented data, operations and workflows into decision-grade intelligence. The world’s leading institutional investors, asset managers, and service providers rely on Rimes to help them make better investment decisions that power more than US$ 75 trillion in AUM annually.

About the Role

A Value Engineer at Rimes bridges the gap between what our platform does and the business outcomes our clients need in order to justify, accelerate, and expand their investment. Where Sales Engineers lead with technical depth and product demonstration, you will lead with the client's business context: their strategic pressures, their cost of inaction, and the quantified case for change.

Your job is to make the decision to buy — and to expand — obvious to the people who control the budget. A Sales Engineer shows what Rimes does; a Value Engineer proves why it matters, in the client's language, using the client's numbers, speaking to the client's strategic agenda.

Why This Role Exists

Enterprise deals face challenges against buying committees, expanding sets of stakeholders and elongated sales cycles. Buyers stall when they cannot articulate value internally, when the case for change does not survive finance review, or when the champion lacks the ammunition to move their own organization.

Organizations that align their GTM motion around business value rather than product features see win rates increase 19–32%, sales cycles shorten by up to 28%, lower discount pressure, and stronger renewal and expansion rates. Rimes addresses genuine strategic pain — data quality, time-to-market, regulatory compliance, operational efficiency — for asset managers and asset owners with real, quantifiable consequences when those problems go unsolved. We have the substance and deliver the value. This role supplies the methodology and engages cross-functionally and externally in these conversations.

Value engineering cannot be a part-time responsibility layered onto existing roles. Sales teams are measured on pipeline and closing; Sales Engineers focus on fit and feasibility; Account Managers focus on relationships and renewals. This is a distinct discipline requiring financial modeling, executive facilitation, cross-functional influence, and the ability to build tools that lift the entire organization.

What You'll Do

Value Intelligence — Understanding What We Deliver

Develop an authoritative, evidence-based understanding of the value Rimes actually delivers. This is primary research work.

Conduct structured interviews with Sales, Sales Engineering, Account Management, and Customer Success to document where clients have experienced impact — time saved, errors eliminated, audits passed, processes automated

Run voice-of-customer sessions with existing clients to capture realized outcomes and quantified benefits

Research how competitors frame value and claim about business impact in adjacent segments

Review existing case studies, metrics libraries, and client testimonials to systematize the evidence Rimes already has

Build and maintain a living outcomes library: value drivers, proof points, benchmarks, and stories organized by solution and buyer persona

Value Articulation — Translating Capability into Outcomes

Translate Rimes' capabilities into business-outcome language that resonates with economic buyers. This is the core intellectual product of the function.

Value propositions by solution — Managed Data Services, Performance, Regulatory Reporting — that lead with the business problem and the cost of not solving it, not with features

Financial models and ROI frameworks that quantify impact using client-specific inputs: AUM, headcount, operational costs, error rates, time-to-market

Business case narratives structured around the client's strategic priorities rather than Rimes' product roadmap

Persona-specific messaging: cost reduction and risk mitigation for the CFO, efficiency and scale for the COO, integration and data quality for the CIO

A distinct value story for each stage of the client lifecycle — new acquisition, expansion, and renewal

GTM Tools and Assets

Build the tools that make value-based selling accessible across the GTM team.

ROI calculator and worked examples: an interactive, client-facing model with clearly labelled inputs (AUM, data operations FTEs, current vendor costs, error rate, time-to-report) and pre-built formulas producing cost savings, efficiency gains, ROI, and payback

Pre-populated illustrative scenarios — mid-size asset manager, large asset owner, fund administrator — using representative, internally validated inputs that sellers can walk a prospect through before any client numbers exist

Business case templates: presentation-ready frameworks Sales can populate for economic buyers at key deal stages

Use cases written from client pain points with a business-outcomes orientation, anonymized where needed, highlighting quantitative and qualitative impact

Enablement, Coaching, and Culture Change

Shift how the GTM team sells — leading with the client's business problem rather than Rimes' product. This is the hardest part of the role.

Join live deals at discovery and proposal stages to model value-based discovery and executive business case presentation

Coach AEs and SEs before and after client interactions to sharpen discovery questions, value framing, and business case narratives

Design and deliver training on value selling methodology — MEDDPICC, economic impact modeling, executive storytelling, and competitive reframing

Operationalize MEDDPICC as a genuine qualification framework for economic impact and path-to-funded-decision, not a CRM checkbox

Enable Sales leadership to coach these behaviors in the field, creating a multiplier effect beyond your own bandwidth

Earn credibility with experienced sellers by demonstrating that this approach wins bigger deals and reduces discounting — not by telling them they have been doing it wrong

Value Realization — Proving Impact After the Sale

Close the loop between the value promised in the business case and the value the client actually receives. Post-sale defensibility is what makes the pre-sale case credible.

Run post-sale value assessments with Customer Success and Account Management to measure realized outcomes against the original business case

Build TCO and total-value-of-ownership frameworks alongside ROI — cost-benefit analysis that holds up under procurement and CFO scrutiny

Partner with RevOps to instrument the function: pipeline influenced, win rate, deal size, and cycle length for VE-supported versus non-supported deals

Feed realized outcomes back into the outcomes library, case studies, and renewal and expansion narratives

How You'll Partner Across Rimes

This role has no direct reports and no quota. Its leverage comes from influence across four groups, none of which sit in its reporting line.

Sales and Sales Engineering — deal support at discovery and proposal, business case development on strategic pursuits, MEDDPICC coaching, competitive reframing, and quarterly win/loss pattern reviews

Account Management and Customer Success — expansion business cases, renewal justification and price-increase support, quantified outcomes for QBRs, and voice-of-customer capture for the outcomes library

Product and Marketing — market-facing value evidence to inform roadmap prioritization, outcome-based launch messaging, value proof points and win stories for content, and economic-buyer language for campaigns

Finance and Leadership — agreement on modeling assumptions and conservative value estimates, defensible ROI claims for procurement, pricing and value-to-price narratives, and a board-level view of Rimes' differentiated business impact

What Success Looks Like

Your impact should be visib