Expectations
Head of GTM & Commercial.Owning the whole commercial result.
We're past product-market fit, growing on inbound and word of mouth, with no dedicated commercial function. The next year is about building the engine that turns that into a repeatable, multi-channel motion.
Inbound, outbound, partnerships, and the operating system underneath. You'll define the ICP, set the cadence, hire the team, and run the deals that matter until the team is built to take them.
In this chapter
Expectations
What we expect
of a Head of.
The bar we hold every Head of function to at Odin. Same bar applies here.
Culture and Values
- 01
Shapes and champions the company's cultural direction, takes ownership of fostering a values-driven environment.
- 02
Ensures cultural consistency and high standards across functions, role models the company's values in decision-making and behaviour.
- 03
Sets the tone for openness and transparency across the organisation, encourages feedback and diverse perspectives.
- 04
Makes difficult decisions that protect the company, addresses issues head on.
- 05
Shows strong resilience and emotional intelligence, consistently leading by example under pressure and supporting the team's well-being. Balances personal stress management with a proactive approach to recognise and mitigate burnout risks across the team.
Impact
- 01
Shapes strategic direction in key areas, aligns company efforts toward business growth, even if working solo.
- 02
Leads initiatives that show measurable improvements in business outcomes, implements frameworks or processes that drive growth.
- 03
Leads a team by setting direction, aligning goals, and mentoring. Balances strategic planning with execution, delegating tasks effectively. If no team is in place, actively contributes as a high-level IC while also shaping strategy.
- 04
Directly drives critical projects and initiatives, works across functions to achieve goals.
- 05
Makes strategic decisions with a long-term perspective, balances immediate needs with future objectives, adapting as the company grows.
AI as a Lever for Impact
- 01
Defines the AI strategy for their function. Evaluates tools, sets standards, and ensures the team is getting maximum leverage from AI while maintaining quality.
- 02
Thinks about what AI means for how work is structured, resourced, and measured. Rethinks how work is scoped now that AI changes what one person can deliver.
- 03
Sets clear expectations for AI usage standards within the function: what good looks like, where human judgement is non-negotiable, and how AI-assisted work should be reviewed.
- 04
Uses AI in their own strategic work: scenario modelling, data analysis, competitive research, and decision support.
Ownership
- 01
Takes full responsibility for the function's success, including how well the team performs.
- 02
Owns yearly performance and outcomes for their area, proactively planning for the year ahead by setting strategies, identifying necessary resources, and coordinating cross-functional support.
- 03
Accountable for aligning functional goals with company objectives and addressing team challenges.
- 04
Drives results at a departmental level, creating strategies that enable growth. Effectively manages team members' performance.
- 05
Consistently puts the company's needs first, driving decisions that align with the business's growth.
- 06
Applies deep industry and company knowledge to drive cross-functional strategies. Possesses high commercial acumen, understands how different functions within the company interconnect.
- 07
Operates with significant independence, confidently navigating complex situations and making decisions that balance competing priorities.
- 08
Takes ownership of the hiring process within their function, driving thorough and strategic practices grounded in first-principles thinking.