NEW YORK CITY · OPEN TO RELOCATION
I’m Hall Charter. At Transfr, I built the 70-person GTM organization from scratch and led the company to over $30 million in ARR. Now I build conversational AI products and bring them to market.
As Transfr’s first sales hire, I built the 70-person GTM organization from scratch and led the company to over $30 million in ARR, leading managers across sales, marketing, revenue operations, customer success, and public sector strategy.
See the operating recordAs Fanisin’s founder, I shape conversational AI experiences across text, voice, and video, work on creator onboarding, and use AI coding assistants in the engineering workflow.
Explore selected work“his leadership has shaped a culture of excellence and collaboration.”
“He can connect the client requirements with the solution offering in order to have valuable input into the commercial and contractual options to be proposed.”
“Hall is organised, diligent, and supportive; more importantly, he is a team player and a pleasure to work with.”
Where commercial judgment meets the ability to make.
Let’s connectMy strongest work has been building the teams, manager cadence, and cross-functional alignment behind ambitious enterprise revenue goals.
From the first sales hire at Transfr to Head of GTM, the scope changed. The principle stayed the same: give capable people a clear direction, useful feedback, and the room to execute.
Choose a period to see its actual scope. These are separate personal, regional, and organization results.
2020 personal bookings
I built the 70-person GTM organization from scratch, with about seven managers reporting directly to me and four years managing managers.
Functions represented, not a roster or employee split.
Annual revenue targets under my leadership.
Company ARR I led Transfr to during my tenure.
Annual value of statewide contracts I personally led.
Work spanned education, workforce, state, and enterprise buyers. Each figure describes a different measure.
Set a clear target and define what each team owns.
Build a steady rhythm for decisions, feedback, and accountability.
Use customer and field signals to adjust the plan.
We made time to connect beyond the work, from a team workout to a golf range outing. Shared experiences mattered alongside clear goals and the day-to-day work of leading together.
Three different kinds of building: a complex education sale, the GTM organization behind sustained growth, and a new AI product company.
I personally led the commercial work to close a $2.5 million contract with a technical college system for a statewide, multi-location rollout.
I worked with instructors, deans, vice presidents, college presidents, and system leadership. The sale needed campus-level implementation buy-in alongside a system-level decision.
We aligned the requirements of a multi-location implementation with available budgets and funding constraints, then worked through procurement, contracting, and negotiation.
My involvement continued into the multi-year relationship and implementation oversight. Closing the contract was one step in making the rollout work.
At Transfr, I grew from the first sales hire into leading a 70-person GTM organization with about seven direct-report managers and four years managing managers.
Hiring budgets, management, territories, and compensation plans across a growing team.
Forecasting, pipeline judgment, marketing coordination, and cross-functional planning around ambitious targets.
Customer success, onboarding, implementation, retention, and product usage as part of the commercial lifecycle.
Choose an area to see the decisions I would make visible for the team.
Define what each leader owns, the outcome they are accountable for, and where they need support. Coach the quality of decisions, not just the number of activities.
Territories and compensation work best when ownership is clear and sellers can serve the market assigned to them. Look at account potential, coverage, and workload together.
Separate total pipeline value from evidence of buyer progress. Inspect the decision process, funding, timing, and the next commitment before treating an opportunity as likely.
Bring customer success into the rollout design. Agree on implementation ownership, training format, and what usage will show that people are getting value.
Across prior sales leadership roles, I have worked on company-wide HubSpot and Salesforce setups and AI features. The tool is useful when stages, handoffs, and data definitions reflect how teams actually work.
My scope included approximately 2,000 accounts and thousands of learners. With customer success managers, I helped make school and college onboarding repeatable through on-site training and virtual or digital experiences.
I stayed involved through implementation against contract commitments, product use, and retention. The question was whether customers could adopt and keep using what they bought.
Across the 2020-2024 period, retention exceeded our 85% target, and approximately 80% of students used the training program during their training period.
I discovered Cursor in February 2025, founded Fanisin that May, and began prototyping conversational experiences while working with a team to bring a platform to market.
I direct product strategy, turn business needs into scoped work, prototype with AI coding assistants, and review and test delivery with engineering and creator operations. The work spans text, voice, and video experiences, knowledge ingestion, creator launch workflows, subscriptions, and monetization.
One small first step was a newsletter-writing automation I built and sold to a friend. It helped turn a new tool into a practical product conversation.
At Fanisin, creator adoption moved faster than sustained end-user demand. Demos and onboarding do not automatically prove that people will return or pay. I now look closely at the repeated job a product serves, who values it, and what behavior shows durable demand.
Our higher education thesis and oral-defense practice work is still pilot design and discovery.
From a tent to New York, from the first sales hire to GTM leadership, and now building my own AI company.
At 12, I lived in a tent for three months during high school in Australia, 90 minutes away from school in the outback. This was where I first learned about commitment, dedication, and a willingness to persevere and endure through tough times. My dad would tell me that I was probably the only private school boy in the world living in a tent.
Business operations and an internship at IBM starting in 2011, followed by IBM sales from 2013 to 2015. Then enterprise cloud and infrastructure sales at NTT in Melbourne from September 2015 to January 2020.
In 2019, I moved to New York with a one-way ticket. That choice opened a new chapter of work, people, and possibility.
I joined Transfr as its first sales hire in late 2019. I built the 70-person GTM organization from scratch and led the company to over $30 million in ARR. My roles grew from enterprise account executive to regional sales leadership and then Head of GTM.
I began using Cursor in February 2025 and founded Fanisin that May. A live voice and video digital-avatar prototype followed in mid 2025, with the platform launching in April 2026.
At Fanisin, I work across product strategy, creator onboarding, and engineering workflow for conversational AI products in text, voice, and video. By August 2026, 200+ creators had onboarded and 60+ had activated. Higher education thesis and oral-defense practice remains in pilot design and discovery.
Competitive marathon runner. Qualified for the Boston Marathon twice.
Learn the market. Build trust. Make the next move with the people around you.
See how I work nowCommercial judgment gets sharper when assumptions are visible. Change the inputs and see how the math moves.
Interactive scenario tools, built with AI coding assistance. Calculations, not forecasts.Estimate one 20-workday month of time and labor value. Start with a narrow use case, a willing group, and a measured baseline.
25 people × 60% adoption × 20 minutes × 20 workdays ÷ 60 = 100 hours.
Time saved does not automatically become cash savings. Validate the baseline, quality, and actual use before scaling.
Translate an annual bookings goal into required wins, qualified opportunities, and nominal pipeline at a chosen win rate.
$10m target ÷ $250k ACV = 40 wins. At 25% win rate, 160 qualified opportunities.
Assumes one average contract value and a stable win rate. Check sales cycle, mix, and timing in a real plan.
Practice a short discovery conversation with a fictional operations leader. Choose a question, read the scripted reply, and see what it reveals.
You are meeting its operations vice president for the first time. Your aim is to understand the business impact, the buying process, and a useful next step.
Scripted responses and coaching guidance. No live AI or voice conversation.BUYER SAYS
“Every site handles onboarding a little differently. It is hard to know what is working.”