GTM Practice Lead — Orchestration

Why this role exists

The Orchestration Practice launched with a clear thesis: enterprise AI rarely fails on technology, it fails on execution, and the binding constraint is people. We sell two things against that thesis. Retained search for the leaders who own applied AI, data, and platform. And embedded operators who install the execution layer when the leader is already in the seat and the work still is not moving.

The thesis is written, the practice page is live, and the research is published. What does not yet exist is a repeatable commercial engine. That is this role.

This is not a business development seat sitting downstream of a marketing function. You are the commercial owner of the practice: positioning, demand, partnerships, pricing posture, and the decision about which engagements we take and which we decline.

What you will own

• Origination across both service lines, from first conversation to signed engagement
• Positioning and message discipline — keeping the contrarian thesis sharp as it meets a market that would prefer comfortable language
• The demand engine: research distribution, speaking, the referral network, and whatever else actually produces qualified conversations in this category
• Partnerships with the adjacent firms, platforms, and advisors whose clients hit the execution wall before we ever hear about it
• Qualification, including the discipline to decline work that will not succeed — we would rather lose a fee than deliver a program that stalls
• Pricing and commercial structure for embedded engagements, which have no established market comparable
• The commercial feedback loop into the practice: what buyers actually ask for versus what we assumed

What you bring

• You have built a commercial motion from close to nothing — a new practice, a new region, a new product line — and can describe what worked and what you abandoned
• You sell to CIOs, CTOs, COOs, chief data and AI officers, and CHROs, and you are credible in a room where the buyer knows more than you do about their own stack
• Genuine fluency in enterprise AI: enough to hold a substantive conversation about why a program has stalled, without pretending to be an engineer
• You are comfortable selling a service whose central claim is that most of what the market is buying does not work
• Professional services or retained search background, or an operator background with a demonstrable commercial instinct
• Written clarity. In this practice the writing is the marketing, and you will be expected to contribute to it

What this is not

• Not a quota seat with a script and a sequencer
• Not a marketing role — you own revenue, not pipeline theater
• Not a role where you inherit a territory; there is no territory yet
• Not a place to sell AI capability we do not have. We say no to work outside the thesis, and you will be the one saying it

How we work

Small, senior, and unbureaucratic. You will not have a large team, and you will not need permission for most decisions. You will have the founder’s time, the published research, and an active Health Practice to reference.

Compensation is base plus participation in practice economics, with structural equity. We discuss specifics openly in the second conversation rather than making you ask.

Process

• A first conversation about what you have built and what you would build here
• A working session on a real opportunity — how you would qualify it, price it, and decide whether to take it
• Conversations with the founder and one advisory board member
• References, including at least one buyer who did not sign