As AlphaSense continues to grow, it’s crucial for company leadership to be “really thoughtful” about the metrics its investors can evaluate so the business can continue to be held accountable for that growth, the market intelligence platform’s CFO Samantha Greenberg said.

“We want to deliver long-term value for our shareholders, so we need to hold ourselves accountable and align on the metrics that shine a light on that,” Greenberg told CFO Dive in an interview. The business is “delivering hypergrowth at scale,” she said — in Q1 this year, AlphaSense’s annual recurring revenue exceeded $600 million, compared to $500 million in ARR in October 2025, according to a June press release.

Focusing on hiring strategy 

While continuing to grow its ARR at a rate of about 40% year-over-year, the company at the top of June also raised $350 million in a funding round co-led by Vitruvian Partners, Accenture Ventures and J.P. Morgan Asset Management. With the round, AlphaSense’s valuation nearly doubled from $4 billion to $7.5 billion, according to its June 3 press release.

The company wants to “continue to use our capital to fund really rapid product roadmap innovation in our AI platform in proprietary content,” Greenberg said. It also wants to continue expanding internationally — its international business currently accounts for 21% of its ARR, but is growing rapidly, she said.   

Greenberg was appointed to the top finance seat for the New York-based AI-powered market intelligence platform, which uses the technology to provide market insights to companies in April, CFO Dive previously reported. Before AlphaSense, she served as CFO of identity verification company ID.me for three years, and her previous experience includes roles at Citadel and Mint House.

To help support AlphaSense’s growth, the company is also considering changes to its hiring strategy, including its balance of talent with the use of emerging technologies. Areas where the company is continuing to add headcount include inside its R&D department and its general and administrative teams, such as finance.

As an AI company, the business is looking for talent and skills in functions where “there’s not as obvious a tie to ROI,” Greenberg said. The business is also making effective use of the technology in teams such as engineering.

“One of the advantages of being an AI company is we're savvy about coding agents…[or] leveraging AI, so I would say we have pretty remarkable productivity in the product and engineering org, and the ability to quite rapidly ship products without nearly proportionately adding to headcount,” Greenberg said.

When it comes to hiring in finance, Greenberg tends to view building out the team as part of her mandate as CFO — which is to be a “a really valuable cross-functional partner” in the business that can help spur “actionable decision making around revenue and profits,” she said.

“In particular, as we evolve towards consumption business model, consumption pricing, it's very important to have the data science and the forecasting infrastructure that supports being able to price and package our product in the way that delivers the most value for the customer,” Greenberg said.

Consumption model 

To grow faster, the company is continuing to carefully watch ongoing shifts in the AI industry, such as accelerating token consumption and cost. AlphaSense is currently “absorbing a lot of that cost to give the customer a chance” rather than passing such expenses along to the customer, Greenberg said.

“We know that [customer] usage and their adoption grows the more time they spend with the platform, and we want to give them time to experience that value, as opposed to monetizing every last dollar, particularly when our expansion motion is already so high,” she said.

That emphasis on value is critical as the company thinks about unlocking a consumption model, Greenberg said, which can provide key customer benefits such as enabling a client to “buy an outcome” as opposed to engaging in the agent economy — where businesses utilize agents to perform a task rather than reach a desired outcome. Companies in recent years have been moving toward such consumption-based pricing models, which charge customers based on usage rather than license or subscription pricing, according to a 2025 Boston Consulting Group report.

For the business, “a benefit of it is, it can be a potential driver for net retention and gross profit, because now you start more closely matching how the customer is buying it to how usage on the platform is being consumed,” she said.