At sixteen, Sterling Snow was running a restaurant. The owners travelled and worked on franchising, and the teenager kept acquiring responsibilities until he had the whole place to manage. It is an unusually practical introduction to business: customers have arrived, something needs doing, and your age is unlikely to improve the situation.
Years later, Snow would become chief revenue officer at Divvy and co-founder and CEO of Redo. Those titles come with larger numbers and better presentation software. But the restaurant is a useful place to begin, because his career keeps returning to the same question: how much can you learn by taking responsibility before the next job requires it?
“How can I learn the lessons for the next phase, right now?” he has asked. The impatience is revealing. In Snow's version of career development, preparation involves getting close enough to the work to be accountable for it. A promotion can catch up later.
The revenue department gets crowded
His route into technology included a marketing agency and then Jive Communications. At Jive, he led marketing work that included analyst relations and partnerships. The subjects were different from restaurant operations, but the job still involved persuading people, coordinating effort and making a business easier to choose.
By October 2018, he was Divvy's vice president of marketing, explaining expense management to business owners. His examples were reassuringly unglamorous. A vendor had accidentally turned a $13,000 charge into $130,000; a spending limit on a virtual card had stopped it. A spare zero makes a surprisingly effective product demonstration.
That anecdote captures a habit in Snow's selling: start with the moment a customer recognises. Abstract promises about efficiency have to compete with everything else on a working day. An unexpected six-figure charge requires rather less explanation.
In 2019, aged 26, he appeared in Utah Business's 20 In Their 20s as Divvy's senior vice president of revenue. His remit encompassed marketing, sales and customer success. The revenue team had expanded from eight people to 125. That is a change in the nature of a job, as well as its size.
Marketing, sales and customer success under one revenue leader.
With eight people, information can travel by conversation. At 125, somebody has to make sure the promises being sold match the experience being delivered. Snow's career moved across those boundaries. The sale, the implementation and the continuing relationship all belonged within his field of view.
He went on to become Divvy's chief revenue officer. In May 2021, BILL announced an agreement to acquire the company for approximately $2.5 billion in cash and stock. The transaction closed that June. The headline number belonged to the acquisition of a company; Snow's part in the story was building and leading its revenue organisation.
“I got to learn, I got to make mistakes”
Sterling Snow, on his Divvy years · July 2026
An investor within reach of the work
Pelion Venture Partners had backed Divvy. After his time there, Snow became a venture partner at the firm, adding investing to a career spent operating companies. It placed him near founders while leaving open the possibility of becoming one himself.
That distinction matters to the Redo story. When Snow met Taylor Brown, known as Tay, Brown had already developed an idea from his experience building ecommerce businesses. There was a working product, seed funding and early customers. Snow joined something that had begun, bringing a different set of experiences to its next stage.
Brown and Snow spent roughly three months getting to know each other. Snow joined Redo as co-founder and CEO in September 2023. In his public account of the decision, he pointed to the market, the monetisation model and the possibility of building a platform. He also named Keith Rabois and Mike Speiser as examples of people whose combination of investing and operating he admired.
By August 2024, Snow was announcing a $24 million Series A while remaining a venture partner at Pelion. The two jobs shared an address in a particularly literal way: Redo had been incubated in Pelion's offices.
Pelion's description of its seed programme that month put Redo at more than 60 employees. It also identified where Snow could help other founders: getting products to market. Redo would take most of his attention, but his experience building revenue teams would remain available to the firm's early companies.
The trouble with borrowing a playbook
Snow's account of growth contains an awkward message for anyone selling a universal method: things that worked in one company failed in the next. In a February 2026 marketing conversation, he described the early search for customers as the “haystack phase”. You are looking for something that works before you have much evidence of what it might be.
His response is to run defined, affordable experiments, learn from the results and expand the promising ones. Activity creates the information on which a better decision can rest. There is a certain mercy in this approach. Nobody has to pretend that an empty spreadsheet contains an answer.
One example was newsletter advertising at Divvy, a channel he helped develop before it became a more familiar place for business software to advertise. The broader argument is about finding access to customers that competitors have overlooked. Buying the same attention in the same places leaves a young company competing on terms it may struggle to afford.
The restaurant teenager and the revenue executive meet here. Both need a result before there is time for a perfect explanation. Yet Snow's emphasis on experiments also puts a boundary around instinct: decide what would count as success, try the idea and allow the result to change your mind.
What happens after the parcel arrives
At Redo, the immediate problem was returns and exchanges. A purchase that goes back to the merchant is an inconvenient starting point for a relationship. It is also a moment when the shopper is paying attention, needs help and is deciding how much they trust the business.
By June 2026, Redo's offering had grown to include order tracking, package protection, customer service, marketing and fulfilment support. The company announced an $81 million Series B led by Smash Capital, with Pelion and Cervin Ventures participating, at a reported $1.25 billion valuation.
Raised at a reported $1.25 billion company valuation.
The same announcement put the platform at more than 4,100 brands, including more than 1,750 merchants using multiple offerings. Redo had also acquired ReturnBear, adding international returns and fulfilment operations serving more than 100 countries. Software had acquired some very physical responsibilities.
For Snow, the common thread is the relationship between an independent brand and its shoppers. A merchant that pays a platform to find a customer can face the same bill when it wants that customer's attention again. Redo's ambition is to help brands build more direct connections through the interactions that follow a purchase.
In July 2026, he described the company's internal “Return on Redo” measure as $9.70 generated for merchants for each dollar Redo made. It was Snow's reported operating measure at that point in time. More revealing than the ratio is the question behind it: how much does the customer gain when the software company gets paid?
That is a useful question for a former revenue chief to carry into the CEO's office. It ties the seller's progress to the buyer's result and gives an expanding product line something concrete to answer to.
Robin has a company to run
Snow's public enthusiasm for Utah can be exuberant. His descriptions of colleagues are often more personal. Writing about Woody Klemetson, with whom he worked at Jive and Divvy, he cast himself as Robin to Klemetson's Batman. He credited his colleague with helping him through difficult moments and celebrated the company Klemetson was building.
It is a pleasingly unsolemn way for a CEO to describe a working relationship. The conventional founder portrait tends to leave little room for the supporting cast. Snow is willing to give somebody else the cape.
In 2026, Utah Tech University announced him as a speaker in its Elkington Founder Speaker Series, scheduled for September 29. The invitation brought the operator and investor back to an audience considering its own first steps. His career offers plenty of material for that conversation, especially the distance between a job title and the work that earns it.
There are smaller details, too. Snow has described growing up in Nevada and choosing the Lakers because of Kobe Bryant. The Utah technology booster arrived with his basketball loyalties already allocated. Even regional enthusiasm has its exceptions.
Redo now gives him another version of the responsibility he took on early: more people to coordinate, more customers to serve and more consequences when a promise is missed. The numbers have changed considerably since the restaurant. The interesting part is how often Snow still talks about learning the next job while doing the one in front of him.