Apollo’s CRO Adam Carr and CFO Phil Moon talk leading a unified GTM strategy

While not a traditional component of the average go-to-market team, the partnership between a CRO and CFO is crucial to sustainable growth for any business. Docusign CRO Paula Hansen labeled it as “mission critical” to the success of an organization.

It seems AI-powered sales intelligence platform Apollo agrees. The company recently hired Phil Moon to take on the CFO role after working at companies like Homebase and Grove Collaborative.

Moon joined Apollo’s CRO Adam Carr—who has been at the company since March 2025—to sit down with Revenue Brew to discuss how they’ll work together to drive Apollo’s GTM strategy.

This interview has been edited and condensed for clarity.

Phil, why did you want to join Apollo as CFO and how are you leveraging your background?

Phil Moon: The first half [of my career] was in financial services. I did investment banking and then a couple investing roles. They were really great training grounds for me, but they just weren’t fulfilling. They didn’t hit the spot that I was looking for in terms of personal enrichment of my life. The second half of my career is my focus on operating roles at companies that have primarily focused on SMB and consumer. The reason why that’s important for me is I need to feel like I’m doing some good in the world and I think economic empowerment of small businesses is a really noble cause. It’s really tough to compete with the big guys and it’s worth trying really hard to level the playing field.

How will you both be working together to drive growth?

Adam Carr: There’s a unique relationship between what Phil brings to the table and what I bring from driving the revenue work to where we can build a durable business that can scale. That’s ultimately what we’re looking to have here at Apollo… Apollo is an AI platform to help go-to-market teams accelerate their revenue motions and we’re here to do that by a few different vectors. One is democratizing go-to-market. GTM is complex and typically it’s the top 1% of companies that have access to the tooling and to the sophistication of GTM infrastructure and technology, and we’re democratizing that in three ways. One is making it really easy to be able to have access to data—first-party and third-party—and being able to then use that data to drive intelligent, smart workflows that then powers rep execution: emailing, calling, and multistep sequencing.

Moon: When you look at my role at the core, it’s about optimizing returns on our finite set of resources. If you look at Adam’s role, it’s about deploying those finite set of resources to drive the highest level of growth; where that comes together is a shared ownership of our go-to-market investments.

How are your teams involved in driving that strategy?

Carr: We have a product-led motion, which is you have all these users that are signing up for our free or self-serve plans, and then you have the sales-led motion. Part of our GTM strategy is: How do we scale both efficiently? How do we continue to drive more of our business to be able to acquire new customers domestically and abroad? A large percentage of our business is international today…It’s going deeper into what’s working, scaling what’s working, as well as looking at how we can further expand that into new product horizons.

Moon: The way that I think about finance and analytics roles in that ecosystem is we’re a support function to help our partners, like Adam, across the organization achieve their goals. When I think about GTM in particular, our GTM motion is complex. It’s an ecosystem of PLG motions and sales teams that are selling across all segments of customer sizes…It’s my team’s job to make sure that we have the right instrumentation and the right analysis, so that we know when things are working and when we can double down.

Adam, you mentioned that human-led approach: How do you strike a balance between human-led and incorporating AI tools?

Carr: We’re very fortunate to have a product that we use every single day, so I always view that we’re customer zero and that’s a big component of how close we work within our organization; but our goal is: How do we automate and leverage AI for all the tasks that could become fully automated? I believe we should be able to get fully automated to the point where it actually takes a human to do the connection point, and where we still see the most conversions [through] calling. I want to fully automate the research and the signaling.

Apollo has seen 400% growth in enterprise accounts in the last year. What do you think has contributed to that growth, and how do you sustain it?

Carr: We have had enterprise pull for a long time and so what has driven that growth is the human element. A big piece of that is there’s product-market fit, which a lot of organizations move upmarket too fast…We’ve taken a different approach where we’ve actually waited for the market to tell us that we’re ready for enterprise and that’s something that we’ve been seeing a lot just from inbound interest. Now we’re meeting that demand with the human-led approach.

Moon: If you think about the opportunity in front of Apollo, especially in the world of AI, customers, not only in GTM, but just in the world, are increasingly demanding AI that doesn’t just surface insights but actually does the work. If you think about what that takes in the world of GTM, you need a few things: You need the data, which is the basis of the insights; you need the intelligence to pull the insights; and you need the execution capabilities to take action on those insights. Apollo has the full stack of those capabilities to become the AI revenue platform of the future.