Transformation Partner

You should not apply for this job if

• You have never carried the number. Chief revenue officer, CMO, or head of sales, with revenue you personally answered for. Advising the person who carried it does not count.
• You have only ever won with a big brand, a big budget, and a big team. Our clients are founder-led companies doing $2 million to $30 million. The founder is usually still the best salesperson in the building, and there is no department to hand things to.
• You need one client at a time to feel focused. This seat carries eight.
• You know sales or you know marketing, but not both. A marketer who has never sat in on the sales calls, or a sales leader who thinks messaging is somebody else's problem, will be exposed by week three.
• You are a project manager who calls it strategy. Coordination does not command the price we charge or the credibility this seat needs.
• You tell founders what they want to hear. If you say yes to everything a client asks for, you have not led. You have transcribed.
• You need twenty pages to make a point. If you cannot say it in two sentences, you do not know it yet.
• You let AI do your thinking. We are an AI-forward company. AI sharpens your point of view. It does not supply one.
• You want clients who need you forever. Our best clients do not renew. They graduate.

Why this seat matters

Our goal is 100 Cubed by 2035: help 100,000 founders grow, build $100 million in annual revenue, and do it with 100 people or fewer, all by 2035. Transformations are the core of this company, and today the number we can take on is capped by the number of people who can lead one. You are not support staff for the engine. You are the engine. Every Transformation Partner we add is eight more founders whose companies change.

The math of the seat

We will say it plainly so nobody is surprised in month two.

• Eight clients at a time. That is a full book. Eight founders, eight businesses, eight sets of numbers in your head. We think eight is a stretch, and we think the right person can do it.
• Four months each. Every engagement has a kickoff, a middle, and a graduation. The standard at day 120 is simple: nothing stops. Every system we built has a named owner who keeps running it after we are gone.
• Two new clients start every month. Two graduate every month. You are always kicking one off, always deep in the middle of several, and always landing one. There is no slow season.
• One sacred 45 minutes a week with each founder. It goes on the calendar at kickoff for the whole term and it does not move. That meeting is the product. Everything else you do is in service of making it count.

What you walk every client through

The Core Four is the system. You run all four pillars, in order, with every client. You do not get to skip the one you like least.

• Messaging. Interview the people who will tell the truth about the company, not the fans. Listen to the recorded calls. Find the words that capture what actually makes them different, and get those words onto the website and into every conversation. The test: a buyer reads the site, then meets the founder, and the light bulb goes off. Zero imagination required.
• Lead Generation. Pick the channel the numbers support, not the one the founder read about last week. Prove the message cheaply before anyone scales spend behind it. Stand the channel up with our specialist partners and know what a lead costs.
• Sales Execution. Build the sales process the founder has been carrying in their head. Get calls recorded and reviewed. Get the founder out of being the only person who can close. When the client needs a sales or marketing hire, we write the job description, and we write it like this one.
• RevTech. CRM, tracking, and reporting so every dollar and every deal is accountable. When you are done, the founder can state their CAC without looking at the ceiling.

What this person actually does

• Run the kickoff. Lock the sacred 45. Name the only two things that ever derail an engagement, a founder who misses the meeting and a team that is not on board, and get both handled on day one. Warn them the first three weeks feel slow, because we are learning the business before we start giving advice.
• Deliver the weekly aha. Every week, every founder should hear something that makes them say “I already knew that, but I never put it in those words,” or “that is so obvious, why didn't I think of that.” That moment is what changes how a founder runs the company. It is also what earns the 9 or the 10.
• Have a point of view before you produce anything. One page. The one problem, the two actions, and why. A founder should be able to act on what you send without a call to decode it. The decision goes to the founder. The detail goes to whoever executes. They never travel in the same document.
• Say the hard thing. Assertive without being defensive, and from a place of compassion. Founders want to be told what to do by an expert. Be the expert. The measure is whether the founder stops asking for our CEO to be in the meeting.
• Find the owner. For every system we build, someone owns it after we leave: someone inside the company, someone they already work with, or a trusted partner we introduce. If nobody owns it, it dies, and we do not build things that die.
• Captain the specialists. Cold email, SEO, paid media, AI, and web all sit in the IGTMS network. You direct them. You do not do their jobs. Anything that does not require your judgment gets handed off so you can be fully present with the founder.
• The client never takes notes. We recap, we send it, and we follow up. Every time.
• Protect what the founder protects. Their clients, their community, and their calendar. You do not touch any of the three without asking.
• Be a voice in our room. This is a leadership seat. We expect your opinion on the company, not just on your book. Bring the experience nobody else in the room has had.

The kind of operator we want

Think of the best fractional CRO you know. The one founders text on a Sunday. Now take away the two things that person hates: finding the next client and chasing the last invoice. Give them a proven system, a bench of specialists behind them, and a full book that refills itself two at a time.

That is this seat. If you have been fractional, you already know the work. You also know you spend a third of your time selling yourself instead of doing it. Here you do the part you are great at, eight times over, with a team that makes you better at it.

You will do it differently than the person who built this seat, and that is fine. We care that your clients get results and score us a 9 or a 10. We match partners to the founders they work best with.

What you bring

• You have owned revenue. CRO, CMO, or head of sales, with a number that was yours and results you can walk us through line by line.
• Fractional experience, ideally. You have been dropped into a company cold, earned the founder's trust in weeks, and made a difference without a title or a team. If you have never been fractional, show us where you did the equivalent.
• Range across all four pillars. Deep in one or two, credible in the rest. You can rewrite a homepage headline in the morning and tear down a sales call in the afternoon.
• Founder fluency. You have worked directly with owners and CEOs of small and mid-size companies. You know their calendars are chaos, their time is the constraint, and their ego is attached to the thing you are about to change.
• Compression. You can take a messy business and hand back the one problem and the two moves. On one page. In plain words.
• A calm spine. You can disagree with a founder to their face, stay warm while you do it, and still be the person they call first.
• A juggler's head. Eight clients means eight sets of commitments. You never drop one, and no client ever feels like one of eight.
• AI-forward. You use modern AI tools every day to move faster and see more. You can also tell when the output is slop, and you never send slop to a founder.

How we hire, fire, and promote

These are not posters on a wall. They decide who we hire, who we keep, and who we let go.

• We hire missionaries, not mercenaries. People who act like owners and care about the mission.
• We are a team, not a family. We compete, we hold a high bar, and the seat is earned every season.
• We practice radical candor. The best idea wins regardless of title. We say it to your face or we do not say it.
• We do what we say we are going to do. Integrity here is simple. You keep your commitments.
• We put A-players in every seat. Fewer, better people, paid above market, each one someone we would fight to keep.

How we work

• Full-time, 1099, remote in the United States. This is your only book. Eight founders do not leave room for a side practice.
• Your own book. You train alongside our current transformation lead, then you captain your own clients. You are not an assistant on someone else's accounts.
• Daily huddle at 9:30 AM Eastern. The whole company, every morning. We get together in person for quarterly planning.
• Small team, high leverage. Few people, real standards, powered by AI and systems. Every seat carries weight. Yours carries eight companies.

Where this seat goes

We are building a bench of Transformation Partners, each with a different strength, matched to the founders they fit best. A bench needs a leader, and that seat does not exist yet. The partners who put up 9s and 10s first will have the most to say about how it gets built, and who leads it.

That is why we are not hiring competent. Competent is everywhere. We are hiring the person a founder will still be quoting two years after the engagement ended.

Compensation

Performance weighted. We do not publish a fixed number because we do not hire fixed people.

Expect a strong base calibrated to your experience, plus a bonus tied to the only scoreboard that matters in this seat: whether your clients score the engagement a 9 or a 10. Not hours. Not deliverables shipped. Whether the founder would tell another founder to hire us. If that scoreboard scares you, this is the wrong seat. If it is the one you have always wanted to be paid on, keep going.