Skip to content
Sign inCreate account

Internships

Strategy & Go-to-Market Internship

Research markets, support pricing and positioning work, and help sales teams prepare for complex deals.

Open roles on this program

3 open roles. Every listing shows its pay range.

You help decide where Moraph goes next and how it wins business in regulated markets, working with our sales, strategy and customer success teams on live deals and real decisions.

Sales and solution engineering

  • Demos: shadow solution architects as they demo software to hospital CIOs and government officials, and learn to connect a feature to a client's problem.

  • Proposals: help write responses to requests for proposals for public-sector contracts.

  • Outreach: work with business development representatives on outreach to new prospects.

Corporate strategy

  • Market analysis: research a possible new market, such as life insurance, looking at regulation, competitors and revenue potential, and present a recommendation.

  • Competitor research: build profiles of our main competitors from their product releases and earnings calls.

  • Build or buy: help model whether to build a capability ourselves or acquire it.

Customer success

  • Account health: analyze usage data to see which clients are thriving and which are at risk, and help design the response.

  • Expansion: find clients who would benefit from another Moraph product.

  • Business reviews: help prepare the quarterly reviews that show clients what their investment is delivering.

Who should apply

Students working toward a degree in business, economics, law or a related field, with strong analytical and writing skills. Each listing shows the location and pay.

A day on the track

A Tuesday in week six

By week six you are working on a live proposal and a strategy question of your own, and your final presentation is taking shape.

This is an illustrative day put together from how our sales, strategy and customer success teams work. It is not one person's account, and your day will differ.

  1. 08:45

    Pipeline review

    The public sector sales team in Washington goes through its open deals. A county wants a new system for public records requests, and the proposal is due in nine days. You are given the pricing section and the list of the county's questions to track.

  2. 09:30

    Read the request for proposals properly

    Sixty pages. You build a compliance matrix: every requirement in the document, where the proposal answers it, and who owns the answer. It is unglamorous, and it is how proposals are won: evaluators score against the document, line by line.

  3. 11:00

    Shadow a demo

    A solution architect demonstrates our records software to a state agency. You notice they never start with features. They start with the agency's backlog and show how each request moves from arrival to response. You write down three questions the agency asked that the proposal should answer too.

  4. 12:30

    Lunch with your intern cohort

    Interns from every track eat together on Tuesdays. An engineering intern explains why the feature a client asked for last week is harder than it sounds, which you take back to the account team.

  5. 13:30

    Your strategy project

    Your own question for the summer: should Moraph offer its compliant productivity services to smaller credit unions? Today you size the market. You find a public count of credit unions by size, make your assumptions explicit, and build a model a director can challenge line by line.

  6. 15:00

    Customer success check-in

    A health system's use of one of our products has dropped for three weeks. You look at the usage data with a customer success manager and find it's one department after a staff change. The fix is training, not a sales call, and you help plan it.

  7. 16:15

    Draft review with your manager

    Your manager reads your market-sizing model and asks which assumption, if wrong, would change the answer. You hadn't thought about it that way. You add a sensitivity table.

  8. 17:00

    Sponsor catch-up

    A half hour with your sponsor, a vice president in another business unit. You practise the first two minutes of your final presentation, and they tell you to lead with the recommendation, not the method.

What we look for

Three things we assess

Every interviewer scores the same competencies and writes their feedback before seeing anyone else's. For this track they are:

Structured analysis

You break a vague question into parts, make your assumptions explicit, and get to a number you can defend. Being roughly right and clear beats being precise and confusing.

Commercial judgement

You think about what a client values, what it costs us to deliver, and what would make a buyer say yes. Curiosity about how businesses make money matters more than prior experience.

Clear writing and speaking

You lead with the answer, back it with evidence, and adapt to your audience, whether that's a hospital CIO, an evaluator scoring a proposal or our own leadership.

Sample interview questions

What we might ask

These are examples like the ones we use, not the exact questions. Open each one to see what a strong answer covers.

Online exercise

Estimate how many hospitals in your country could buy a prior authorization product, using the data provided.

What a strong answer covers:

  • A clear structure: total hospitals, then the ones that fit (size, type, existing systems).
  • Stated assumptions, with a reason for each.
  • A sanity check on the final number, and the assumption that matters most.
Here are three paragraphs from a competitor's annual report. Summarize their strategy in under 100 words.

What a strong answer covers:

  • What they are trying to do, for whom, and how they plan to win, rather than a list of facts.
  • One point a reader might miss, such as what they stopped doing.
  • Staying under the word limit. Editing is part of the test.
A client's product use fell 30% in two months. Using the data provided, what are the most likely explanations?

What a strong answer covers:

  • Segmenting before concluding: which users, which features, which sites.
  • Separating internal causes (a release, a training gap) from external ones (a reorganization, a seasonal pattern).
  • What you would ask the client to confirm.

Team interview

Should Moraph enter the life insurance market? How would you decide?

What a strong answer covers:

  • A structure: how attractive the market is (size, growth, regulation, competition), and how able we are to win (products we can reuse, expertise, references).
  • The evidence you would gather, and the questions you would ask leadership.
  • A clear point of view by the end, even if it's "only if two conditions hold".
A hospital CIO says our software is too expensive. How do you respond?

What a strong answer covers:

  • Asking what they are comparing it with, and what "too expensive" means to them.
  • Moving the conversation to the cost of the problem: staff hours, delays, audit findings.
  • Knowing when a discount is the wrong answer, and what you could change instead, such as scope or phasing.
How would you price a new product for credit unions?

What a strong answer covers:

  • Three anchors: the value to the client, competitors' prices, and our cost to serve.
  • A pricing unit that grows with the value, such as per member or per user, and why.
  • How you'd test the price before committing.
Walk us through a piece of analysis you're proud of.

What a strong answer covers:

  • The question, your approach, the answer, and what happened next.
  • A limitation you would fix with more time or data.

How you work

Tell us about a time you had to persuade someone who disagreed with you.

What a strong answer covers:

  • What they cared about, and how you used that rather than repeating your own argument.
  • The outcome, including if you changed your own mind.
You have three deadlines this week and can only meet two well. What do you do?

What a strong answer covers:

  • Telling the people involved early, with options, rather than missing a deadline quietly.
  • How you decide which matters most, and asking your manager when it isn't clear.
Why work on software for regulated industries rather than a consumer company?

What a strong answer covers:

  • A reason that's yours. Whatever it is, we want to see you have thought about what the work involves: long sales cycles, careful buyers and work that matters to the people it serves.

Practice

Two puzzles to try

These are the kind of questions our strategy and sales teams work through. Try them before opening the hint. All the numbers you need are given, and none of them describe a real client.

Puzzle · about 20 minutes

How big is the market?

We want to offer managed, compliant productivity software (email, documents and chat, set up for examiners) to US credit unions. Assume:

  • 3,000 credit unions have fewer than 50 employees, averaging 15 each.
  • 1,300 have 50 to 500 employees, averaging 150 each.
  • 200 have more than 500 employees, averaging 1,500 each.
  • Every employee needs one license at $30 a month, and our management fee is 20% of the license value.
  1. What is the total annual license value, and what would our fees be if we served the whole market?
  2. Which group would you go after first, and why?
Hint

Count users first, group by group. Then think about how much sales effort each group needs per dollar.

Worked solution

Users: 3,000 × 15 = 45,000; 1,300 × 150 = 195,000; 200 × 1,500 = 300,000. Total 540,000.

License value: 540,000 × $30 × 12 = $194.4 million a year. Our fees at 20%: $38.88 million a year, if we served every credit union.

Where to start. The 200 largest credit unions hold 300,000 of the 540,000 users, about 56% of the value, in just 200 accounts. Each is a big, slow sale, but each is worth about $108,000 a year in fees (1,500 × $30 × 12 × 20%). The 3,000 smallest are worth about $1,080 a year each in fees. They can't support a salesperson's time and would need a simpler, self-service offer.

A reasonable answer: start with the largest and mid-sized groups through direct sales, and treat the smallest as a later, partner-led or self-service market. Strong answers also question the assumptions: not every employee needs a full license, many credit unions already have a provider and switch only at renewal, and "serving the whole market" never happens. A realistic target is a share of the market over several years.

Puzzle · about 15 minutes

Is the discount worth it?

One of our products sells for $60,000 a year per client. It costs $15,000 a year to serve each client, and winning a new client costs $90,000 in sales and marketing. Each year, 10% of clients leave.

  1. How many months of gross profit does it take to earn back the cost of winning a client?
  2. Roughly how much gross profit does a client bring over their lifetime, compared with the cost of winning them?
  3. A salesperson proposes a 20% discount to close deals faster. If it cuts the cost of winning a client by 30%, is it worth it?
Hint

Gross profit is price minus cost to serve. If 10% of clients leave each year, a client stays about 1 ÷ 0.10 years on average. Note that the discount changes the price, not the cost to serve.

Worked solution

1. Gross profit is $60,000 − $15,000 = $45,000 a year, or $3,750 a month. $90,000 ÷ $3,750 = 24 months.

2. At 10% leaving a year, a client stays about 10 years: 10 × $45,000 = $450,000 of gross profit, five times the $90,000 it cost to win them.

3. With the discount the price is $48,000, and gross profit is $48,000 − $15,000 = $33,000 a year ($2,750 a month). Without any saving on sales costs, payback stretches to $90,000 ÷ $2,750 ≈ 32.7 months, and lifetime profit falls to $330,000, about 3.7 times the cost. If the discount really cuts the cost of winning a client by 30%, to $63,000, payback is $63,000 ÷ $2,750 ≈ 22.9 months, and lifetime profit is about 5.2 times the cost.

So: the discount only pays if it genuinely makes sales cheaper, not just faster on paper. Ask for evidence. Also ask what discounting does to renewals: clients who joined at a discount often expect it again, and if more of them leave each year, the lifetime numbers get worse.

Practice case

Work through a bid decision

In the team interview you may be asked to talk through a decision like this one. We want to see how you structure it, use the numbers, and reach a recommendation.

Practice case · 45 minutes

Should we bid for the county's records system, and at what price?

The county, the competitors and every number in this case are fictional, made up for practice.

Background

A county has published a request for proposals for a public records request system: three years, covering software, implementation and support. Our cost to deliver it is about $1.1 million. Two competitors are expected to bid: the incumbent, whose current system the county wants to replace, and a smaller specialist.

Evaluators score each bid out of 100. The cheapest bid gets all 30 price points; every other bid gets 30 × (cheapest price ÷ its price).

Exhibit 1 · Evaluation criteria and our estimate of each bidder's scores (excluding price)
CriterionPointsMoraphIncumbentSpecialist
Technical approach40342830
Relevant experience20151912
Implementation timeline10968
Price30Depends on the bids
Exhibit 2 · Expected bids
BidderExpected price (3 years)
Incumbent$1.5 million
Specialist$1.3 million
Moraph$1.6 million or $1.4 million (your choice)

Your task

  1. Work out each bidder's total score at each of our two prices.
  2. Which price would you recommend, and how confident are you that we'd win?
  3. What could we do, other than cutting the price, to improve our chances?
One way to approach it

Price points. The specialist is cheapest at $1.3 million in both scenarios, so it gets 30. The incumbent gets 30 × 1.3 ÷ 1.5 = 26.0.

  • If we bid $1.6 million: we get 30 × 1.3 ÷ 1.6 = 24.4. Totals: Moraph 34 + 15 + 9 + 24.4 = 82.4; specialist 30 + 12 + 8 + 30 = 80.0; incumbent 28 + 19 + 6 + 26.0 = 79.0. We win by 2.4 points, with a margin of $500,000 over our cost.
  • If we bid $1.4 million: we get 30 × 1.3 ÷ 1.4 = 27.9, a total of 85.9. We win by 5.9 points, with a margin of $300,000.

How safe is $1.6 million? Test what could go wrong. If the specialist bids $1.2 million instead, our price score at $1.6 million falls to 22.5, and our total to 80.5 against the specialist's 80.0: still ahead, just. But our own technical score is an estimate. If evaluators give us 32 rather than 34, we would lose in that scenario. Our lead at $1.6 million depends on our proposal being as strong as we think.

A recommendation: bid around $1.5 million, which scores 26.0 for price (84.0 in total, 4 points clear of the specialist) and keeps a margin of $400,000, and put effort where points are cheapest to win. Experience is our weakest criterion (15 of 20), so lead with references from similar public records work and named people who have done it. A strong answer also asks whether the incumbent's experience score is really safe: the county is replacing its system, which suggests it isn't happy.

Other levers: answer every requirement in the order the document lists them, so evaluators find each answer quickly; offer a phased plan that shows the county results early; and make the implementation timeline concrete, with named milestones.

Next steps

Prepare, then apply

The first step is a short online exercise, followed by interviews with the team you would join. Every listing shows the location and the pay.