Application · AI Adoption Lead
Sara Haragold
AI enablement and internal tooling leader · New York
Dear Suno Team,
Suno doesn’t need someone to sell AI internally. That part’s already done, and it’s a big reason why I want to work there. What a company growing this fast does need is someone who can sit inside growth, people, legal, and finance, find where the work is bending under the pace, and build the fix that week. That’s the job I’ve been doing for years, just for companies that are slower to adopt real change.
My work usually starts wherever the money and the risk are. For a CEO who suspected money was leaking out of the region, I hand-tagged eighteen months of purchase orders to show him where it was going, then trained a classifier to keep labeling them going forward. Spend that had never been categorized became something finance could finally read as a trend, and that’s how we found $1.4M a year to bring in-house at a better margin. Working with legal, I put a number on the usage rights risk nobody was tracking, roughly $500K a year of exposure, and built the rights and asset management system that closed it.
I can build things like that because I understand how the parts of a business fit together. I’ve spent a career working alongside finance, legal, resourcing, and HR inside large organizations, learning where their work slows down. At OLIVER Agency I was the finance partner on a $10.5M HP engagement, owning the budget and the quarterly billing alongside finance, and when the contract scope grew I ran the client negotiation and hired the 40 people to deliver the additional work. On the resourcing side I built the region’s first global staffing benchmarks, hand-categorizing requests until we could see that it took seven days to assign staff to the incoming request and a third of them went to the wrong person. So when I sit down with a team to build something, we can start on the problem instead of the process.
That’s also why what I build tends to stick. The AI quality-control product I wrote runs inside the review platforms teams already use instead of asking anyone to go somewhere new. By the time I’m building, I know a group well enough to know what it will take to get them to adopt a new tool, which is never the same rollout twice. At Morgan Stanley, where nothing moves without legal review, that meant building the intake and file systems the team ran on, and production tripled once they were in. On HP’s account it meant training the PM team twice a week until the unfamiliar processes were just how the account ran.
I watch what the tooling costs, too. I’ve run a bootstrapped studio’s full P&L where every subscription and seat had a visible cost, which is how a six-month runway became ten.
I’d love to do this work at Suno. Thank you for your time.
Sara Haragold
P.S.Consider this the cherry on top.