How Jaleh Rezaei is transforming enterprise go-to-market with Mutiny

Jaleh Rezaei is a consummate problem-solver. The Mutiny cofounder was born to engineer parents in Tehran, and her childhood was spent solving riddles and mathematical problems.

“I grew up with that ‘how do things work?’ mentality,” she says. “If something was broken, it was ‘How do we fix the VCR? Why did it break?’”

Rezaei grew up passionate about physics and pursued mechanical engineering at UC Berkeley, initially dreaming of a career at NASA. However, after meeting NASA engineers who seemed disillusioned by the business-driven culture, she reconsidered her path.

Her interest shifted when she began helping a friend with business case studies and discovered a love for large-scale, strategic problem-solving. In 2005, she enrolled in Stanford’s Management Science and Engineering program —“essentially, business for engineers”— despite her parents’ concerns, driven by a strong intuition to blend technical expertise with business strategy.

Entering the world of customer-centric tech

Rezaei began her career in 2007 at VMware, where her aptitude in both business and engineering positioned her well within a highly technical product marketing team. In 2010, she pursued an MBA at Stanford.

In 2013, she joined Gusto when the startup was in the seed stage, and went on to lead marketing. There, she confronted significant inefficiencies in customer targeting and personalization, and she helped build a growth engineering team to personalize the customer experience and improve conversion rates.

The impact was immediate. Gusto’s cost of acquisition drastically reduced, and the business grew rapidly. “I saw the impact, but I wanted to move faster,” she says. This would go on to become a defining thesis for Mutiny.

From YC to Series B

In 2018, Rezaei teamed up with software engineer and fellow Gusto alumnus Nikhil Mathew with a simple mission.

“I wanted a better technology platform that let me do the things that I wanted to do, and that let me orchestrate a really amazing, personalized buying experience for every single customer that we wanted to get in front of,” she says.

And so Mutiny was born. With the goal of shaking up the status quo, Rezaei and Mathew were accepted to startup accelerator Y Combinator later the same year, where they were able to launch their first MVP in just two weeks.

“When we started Y Combinator, we didn’t have a single line of code written,” Rezaei says. “Two months later, we had already reached almost $100,000 in annual recurring revenues.”

Mutiny’s no-code platform allowed users to dynamically personalize their website to match a visitor’s persona, industry segments, and company size — right out of the box. This level of personalization would previously have taken dozens of engineers and marketers to achieve in-house.

According to Mutiny research, instead of wasting $19 out of every $20 spent on marketing, CMOs reported increased conversion rates by up to 971%.

After a successful Series A in 2021, Insight Partners co-led the company’s $50M Series B seven months later. “Insight really believed in what we were doing early on,” says Rezaei. “They’d ping me every couple of months to ask how they could help, making customer introductions. They believed in the mission, stayed in touch, and were helpful during the journey.”

The round valued the young company at $600M. By then, about 50 million people across more than 3 million companies had already experienced a website personalized just for them by Mutiny.

“Even though we weren’t expecting to fundraise, we just really wanted to bring Insight on as a partner.”

The Series B also included current and former CMOs at Atlassian, Carta, Condé Nast, Figma, Salesforce, Snowflake, Square, Visa, and Uber — Mutiny’s customers weren’t just using the platform; they were investing in it.

“They felt like they had magic in their pockets”

“When Mutiny was first founded, LLMs weren’t a thing,” says Rezaei. “We were more focused on segment-based optimization, and the company was growing fast.”

Following the Series B round, Rezaei and Mathew found themselves at a crossroads. “We had two clear paths in front of us,” says Rezaei. “One was to continue down the path that we already had, and the other was to take a bet on LLMs, and redefine the product to truly take advantage of AI technologies now available.”

They decided the most valuable thing they could do for customers was go all-in on AI. Mutiny was re-engineered to focus on the one-to-one personalization play, unlocking the enterprise market.

This approach not only disrupted the martech industry but also began blurring the lines between sales and marketing, creating a harmonious customer engagement machine.

“Sales and marketing don’t really talk to each other,” Rezaei explains. “Our platform could access all those sales conversations and notes, and translate them into personalized marketing so that both teams are operating from the same context.”

This transition was challenging. But they knew the hard work and sacrifice had paid off when Rezaei invited 50 marketing leaders from some of the world’s most successful companies to attend the soft launch of the new technology at Dawn Ranch, California, in May 2025. “For the first time, they felt like they could actually scale a 1:1 high-touch buying experience for large accounts. They felt like they had magic in their pockets.”

Scale up your career: See all open roles at Mutiny.

The investor POV

“She’s an incredibly impressive individual. She has great points of conviction, knows her market, and is determined to be successful.”

Managing Director Whit Bouck has spent 30 years in leadership, operations, and marketing. “Jaleh impressed me right off the bat,” says Bouck, who met Rezaei through a mutual friend before the Series B. The two clicked instantly. When the deal was done, Rezaei directly requested that Bouck join the board as an observer.

“As a many-time CMO myself, her technology really spoke to me,” says Bouck. “It’s something that, had I known about when I was a CMO, I would have absolutely utilized the technology. So it was exciting for me to take the board seat and start to get involved and represent Insight.”

Bouck has now been on Mutiny’s board since May 2022. “Whit’s amazing,” Rezaei says. “She really understands the problems and connects with our customers.”

Bouck has facilitated customer introductions and connected Rezaei to other CMOs. She remains a sounding board for Rezaei, drawing upon her own experience to help validate and refine the product. “I’m kind of a representative or a proxy to her target customer,” Bouck says.

“But the biggest way we have helped was around the pricing revamp,” she says.

“People grossly underestimate how complicated pricing changes are, how big the ramifications can be, and how unpredictable the results can be unless you really truly plan and test for it.”

Alongside pricing, Rezaei credits Bouck and Insight’s dedicated growth engine, Onsite, for helping her understand what success looks like when running a ScaleUp.

“Insight publishes a comprehensive set of benchmarks for how to scale. We use those all the time for our own planning, and we send them to our customers who are trying to make those types of decisions.”

A $100B-plus opportunity

At Mutiny, “work should feel like play,” according to Rezaei, who believes that culture has been integral to the enduring success of the company.

“People at Mutiny are very passionate, motivated, and very serious about the outcomes that we’re pursuing. But they’re also silly, quirky, and weird. We want everybody to bring all of that to work every day because that’s what makes us solve problems creatively. ”

“Jaleh is an outstanding leader,” says Bouck. “She really makes people want to be on the journey with her.”

The 50-strong team is set to double in size this year with the launch of a new office in New York. Right now, Rezaei and her team are obsessed with delivering the new technology at pace.

“I wake up every day with extreme urgency, because every company is open to re-evaluating their tools with AI.”

“They know that if they don’t keep up, they won’t stay competitive in the marketplace. Even larger enterprises that typically take a long time to switch products and bring in new things are all-hands-on-deck trying to figure out their AI strategy,”  Rezaei explains.

“The door is open for a limited window of time, and that is our opportunity to deliver something really valuable to our customers. We want them to select us as their long-term partners to build and be a critical part of their go-to-market AI strategy,” she says.

Bouck believes that Rezaei and Mathew have future-proofed their technology by focusing on AI.

“There has been a big shift in the economy,” Bouck says. “Many companies have trimmed their marketing budgets.” However, Mutiny is on the path to becoming “a critical component of the marketing stack, touching revenue in a very meaningful and obvious way.”

Rezaei says: “We see this being a $100B-plus opportunity for us.”