GTM Execution Lead

Neptune has a clearly defined growth model and GTM strategy. What we are hiring for is the execution: one person who owns tying it all together, end-to-end, across every function that touches revenue - in close partnership with Product.

You will sit in the Transformation team, a small group of senior operators who incubate company-critical capabilities like RevOps and GTM Execution Strategy, reporting directly to the CTRO and working closely with the CRO. The role is an individual contributor by design - no headcount, no silo to defend - but it is a leadership role in every other sense: You lead through influence across Product, Sales, Sales Development, Solution Consulting, Business Value Consulting, Marketing, Customer Success, Professional Services, and Channel. You work closely with RevOps, who owns the process design and tech stack around the GTM. Your job is to take our GTM from designed to industrialised - one interlocked system with a single operating cadence.

We are giving the whole mandate to one senior operator with a direct line to the executive team, inside a Transformation function built exactly for this kind of incubation. If you have always wanted to run the GTM system rather than one silo of it - and you want your fingerprints on a scale-up's growth curve - this is the role.

Bring strategy to execution

• Translate the GTM strategy into a running program: plans, owners, milestones, outcomes.
• You define and align the naming conventions so the whole company speaks one GTM language. 
• When priorities compete or conflict at handoff points, you surface it, frame the trade-off, and drive the decision.

The end-to-end GTM playbook

• You own the playbook that ties everything together: one rhythm connecting Product, Sales, Sales Development, Solution Consulting, Business Value Consulting, Marketing, Customer Success, Professional Services, and Channel. 
• You don't replace the functions that own the parts: Product Marketing owns commercialisation, RevOps owns the process design and tech stack, Marketing owns demand generation and pipeline creation. You work with all of them and make the whole bigger than the parts. Where processes break across functional boundaries, you fix the seam.

Interpret the data, then act

• Your sharpest ownership is reading what the data is showing across every part of the GTM and turning it into direction - set together with the CTRO and CRO, executed through the accountable functions. 
• Repeat what works, drop what doesn't, refine what has potential. The KPIs are already defined; your job is to improve the outcomes against them.

Continuous improvement of the GTM building blocks

• TAM, ICP, segments, territory planning, motions, demand generation, inbound, outbound, pipeline generation, deal velocity, sales plays. Nothing is ever finished; every block gets sharper each quarter because you keep iterating it with the accountable stakeholders.