01
Build the commercial engine
Design the GTM motion end to end: inbound capture, outbound, partnerships, conversion. Set the standards, the metrics, the cadence. Own the number.
The role
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
Responsibilities
The shape
of the job.
You'll report into the founders and own the commercial function end to end.
02
Lay the GTM foundations
ICP definition, segmentation, messaging, pricing inputs. The pre-pipeline work that determines whether the rest of the funnel works. Done with conviction, not by committee.
03
Forecasting and KPIs
Build the operating system the commercial team runs on. Pipeline, forecasts, attainment, leading indicators. Honest numbers — the kind founders can plan against.
04
Outbound and partnerships
Stand up outbound from the ground up. Identify and run the partnership motion that compounds — co-investors, syndicate networks, fund admin partners.
05
High-stakes deals
Be the closer on the deals that matter. Run the commercial conversation directly when the deal warrants it, until the team is built to take them.
06
Workflows and standards
Set how the commercial team works: discovery, qualification, deal review, handoffs into ops and product. The non-glamorous stuff that determines whether the team scales.
07
Partner with product and ops
Feed customer signal into the roadmap. Work with ops on activation and retention. Treat product, ops and commercial as one engine, not three departments.
08
Support the US launch
Help shape and execute the US commercial motion as we build presence there. Hire into it. Adapt the playbook for that market.
09
Hire the team
Recruit, level and retain the commercial team underneath you. Set the bar at hire. Coach hard, manage out cleanly when needed, hold the standard.
10
End-to-end commercial performance
Own the full commercial result — new logos, cohort regularity, total ARR. Not just the parts you directly run. The number is yours.