Player-coach, across every company we build.
Every company we start faces the same first climb. A founder with real credibility, a product that works, and no proof yet that strangers will pay for it. Getting from there to the first million in annual revenue is the hardest stretch of the whole journey, and it decides whether a company gets a second chapter.
We're looking for one person to own that climb across all of our companies. You'd set the revenue strategy, sell the early deals yourself, then hire and coach the SDRs and reps who carry it on once the pattern is clear.
A venture studio builds several companies at once. Left alone, each one works out how to sell from scratch: the wrong first hire, six months on a pricing model that was never going to hold, a pipeline built on hope. It's slow and it's expensive, and it's the same mistakes every time.
One experienced revenue leader across the portfolio changes that. What you learn selling into a logistics business informs how we price in construction. The playbook you write once gets adapted rather than rewritten. The rep you coach in one company becomes the person who runs sales in the next.
It only works if you're the kind of operator who still picks up the phone. We're not looking for someone to supervise this from a dashboard.
The balance shifts as each company matures. Early on you're doing the selling. Later you're building the team that does it and holding them to a number.
Revenue strategy for each venture. Who we sell to, what we charge, how the deal gets structured and what has to be true for it to scale.
The first customers. On the calls, in the room, writing the follow-up yourself. We'd expect you to close early deals personally in every company you touch.
SDR execution. Hiring them, training them, setting the daily standard, and changing the targeting when the meetings stop landing.
Sales rep execution. Qualification, forecasting, pipeline reviews and comp plans that pay for the behaviour we want.
A playbook that travels. The pitch, the objection handling, the CRM discipline and the hiring profile, written once and adapted per industry.
Doors. Your network, put to work. Warm introductions into the industries we build in are worth more to an early company than any amount of spend.
Succession. Knowing when a venture is ready for its own sales leader, finding that person, and handing over cleanly.
We'll agree the specifics with you rather than hand them down. This is roughly the shape we have in mind.
Inside each company. On customer calls, in the CRM, talking to the founders about where they think revenue comes from and forming your own view on whether they're right.
A revenue plan per venture that the founders believe in. Pipeline you built yourself, with deals you're personally working. A clear read on which company is ready to hire and which one isn't.
First SDRs and reps in seat and producing. A pitch that survives contact with real buyers. Pricing tested against people who said no as well as people who said yes.
At least one company with repeatable revenue and a credible path to its first million. A playbook the next venture starts from on day one rather than page one.
This is a role for an entrepreneur who happens to be brilliant at revenue. If your instinct on reading the list below is that it sounds like the fun bit, we should talk.
You've taken an early-stage company from nothing to its first few million in revenue, and you know which of the things you did mattered.
You still sell. You can run the discovery call, write the email that gets answered and ask for the order without flinching.
You've built SDR teams and closing teams, and you manage them differently because you understand they're different jobs.
You're comfortable with a cold start. No brand, no case studies, no inbound, and a founder who has never sold anything before.
You box clever. Small budget against big incumbents, so you find the angle, the partnership or the unfair advantage rather than trying to outspend anyone.
You can hold several companies in your head at once and still give each of them a proper week.
You're at home in industries that don't make the front page. Construction, logistics, manufacturing, field services, insurance and the rest of the economy that runs on this stuff.
You're straight with people. Founders will hear the forecast from you before they hear it from a spreadsheet.
You've founded something yourself, or you were one of the first few people through the door.
You've sold to operators rather than to a procurement department, and you know how differently those two go.
You've hired sales people, trained them and let some of them go, and you learned something from all three.
You've built a partner or reseller channel in a fragmented market.
You have a network in one of the industries above that you'd be glad to pick up the phone to.
We take equity in the companies we start rather than charging fees, and we extend the same logic to the people who build them with us.
A salary that's fair for the stage of the studio. We'll put a number on the table in the first proper conversation and we'd expect you to do the same.
A stake in the studio and in the ventures you help get off the ground. The split is agreed in writing before you start.
Revenue-linked upside tied to the portfolio getting to its first million, agreed with you rather than imposed on you.
Partner here, and whatever the venture needs you to be in front of its customers. A buyer in a construction firm wants to meet that company's sales lead, so that's the card you carry.
Remote when it suits the work, together when it matters, and on customer sites often. This isn't a role that gets done from a desk.
Skip the covering letter. We care about what you've built, who you sold it to and how quickly. A few honest sentences beat three polished pages.