АвстралияVP of Product, Growth
2 нед. назад
220k–240k AUD / годАвстралияDirectorOnsite
VP of Product, Growth role overseeing a team of engineers focused on product and growth initiatives in construction and industrial software.
О компании
- builds best-in-class software and AI agents for the built world, helping construction, infrastructure and industrial companies work smarter and faster. Our mission is to multiply the engineering power of the built world.
- Storm is the #1 data capture agent for the front line of the built world - converting audio, photos and videos into clean structured records.
- With conversational support in-app and across SMS, Whatsapp and phone calls, Storm is shifting front line workers from paperwork and clunky digital forms, to natural language and multi-channel data capture.
- Our core platforms are Dashpivot (safety, quality and field reporting), Gearbelt (fleet and asset management), Flowsite (no-code integrations), and the mobile app for every worker on site.
- We have strong product-market fit, generating thousands of new leads per month through word of mouth and organic channels. We are backed by Blackbird, with 200 people across 18+ countries and entities in Australia, the UK, the US and Canada.
- Full transparency: monthly all-hands share metrics, hiring plans and financial performance. Levels, career frameworks and pay ranges are visible to every employee
- Player-coach leadership at every level, including the executive team
- Global team across Australia, the UK, the US and Canada
- Sydney HQ
- Equity, 20 days annual leave plus sick, carer's and compassionate leave, 16 weeks primary and 6 weeks secondary carer parental leave, EAP, L&D budget, home office setup, weekly catered lunches, work-from-anywhere weeks, flex days
- People of link to hear from the team directly
Обязанности
- 's VP of Product, Growth owns acquisition, activation, retention, referral and revenue (AARRR), and the conversion rate between every stage.
- Growth sits where product and marketing meet. It doesn't carry a sales or revenue-closing number.
- You report to the CEO and run a lean team, so you make experiment and funnel calls yourself. At , managers are player-coaches at every level, including the executive team.
- You'll represent Growth to the CEO and the executive team, and turn company strategy into a ranked Growth plan.
- Personally make and defend experiment calls across the funnel
- Make the promote, refine or kill call on product signals, and triage new ones with GTM
- Own instrumentation rigour across the funnel
- Run quarterly Growth initiative planning and the scoreboard beneath it
- Run the alignment cadence with Marketing, GTM and Product
- Build and run AI tooling and agentic workflows in Growth
- Hire and coach the Growth team
- Represent Growth to the CEO and executive team
Требования
- You're looking for a sales, revenue-closing or commercial leadership role
- Your instinct on a weak funnel is to buy more traffic
- You'd want a full audit before touching a live, revenue-impacting problem
- You set direction and leave the experiment detail to analysts
- You'd spend a quarter on minor onboarding copy tweaks when a bigger move is available
- You treat AI tooling as someone else's job
- You need a settled structure and established process to deliver consistently
- Growth or product leadership experience, ideally through a comparable growth-stage transition
- B2B SaaS experience
- Ownership of a product-led growth motion running alongside a sales-assisted or account-led function
- Hands-on experimentation across the full funnel, from website conversion to lifecycle
- Technical fluency in funnel instrumentation and product analytics, with hands-on experience setting it up or debugging it yourself
- Hands-on experience building or running agentic workflows with AI tooling
Будет плюсом
- Vertical tech background
- Series B scale-up experience
Другое
- Please note: this is a Growth role in the traditional sense, sitting at the intersection of Product and Marketing. It is not a Sales/Commercial role .
- 👋 Thanks for stopping by and learning more about this role at ! ✨🏗️
- We’d love to hear from you 👩💻👩🏽💻🧑🏿💻👨🏻💻
- Reports to: CEO
- Level: VP (M12 on 's career framework)
- Location: Sydney, Australia or Melbourne, Australia. Hybrid, 2 days in office
- Team: 3 engineers, reporting directly to you. You'll shape how the team grows from here
- Remuneration: AUD 220,000 - AUD 240,000 (excl. Super)
- 's funnel moves two ways. The account team drives adoption and expansion through people. The product drives it through acquisition, activation, retention and referral, across the homepage, microsites, new product sites on the way, and the platform itself.
- This role owns the product side. It's a new seat, with a team of 3 engineers already in place. You'll set Growth's KPIs and SLAs, the instrumentation and the experiment cadence. You'll also agree the boundary with Marketing and GTM, and decide how the team grows.
- Growth already turns marketing site and product data into signals the sales team acts on, and the first ones are live. Part of the job from day one is scaling that work while shaping what comes next.
- The funnel. All five stages, from acquisition to revenue, across the product, homepage, microsites and product sites, and the conversion rate between them. You find the biggest constraint and decide what gets built to move it
- Funnel instrumentation. What gets tracked, how each stage is defined, and whether the data can be trusted. You can specify it precisely and debug it yourself
- Product signals. Turning product, marketing and CRM data into signals the account team acts on: the infrastructure, the analysis, the signal agents, and the call to promote, refine or kill each one against its baseline. Marketing Ops routes each signal to the people who act on it
- The boundary with the account-led motion. GTM drives adoption and expansion through the customer-facing teams. You drive it through the product.
- The Growth org. The current team of 3 and its growth: the hiring bar and sourcing capacity to hit the plan, the org design, headcount plan and budget behind it, and performance, promotion and exit decisions across the team
- The Growth operating cadence. Growth's KPIs and SLAs, multiple experiments a week, and quarterly planning. The scoreboard shows which work moved a baseline (e.g. activation rate, retention curves, referral rate), and you cut what isn't earning its place, even work you sponsored
- Growth's AI adoption. Setting the adoption target, deciding what gets automated first, reporting the measured gain to the executive team, and owning the risk and compliance position behind it
- CEO. Your manager and your executive peer.
- VP of Marketing. Your closest partner. They own demand creation, content, brand and paid. You run experiments with them across the homepage, microsites and product sites, and own activation, retention, referral and revenue inside the product. Marketing Ops, in their team, routes the signals Growth builds. Where the boundary is ambiguous, you settle it together and record the decision
- GTM leadership. Sales and Customer Success run the account-led motion and act on the signals Growth builds. You agree what each signal surfaces and replaces, and who owns each shared number
- EPD leadership. Product and Engineering own the roadmap, and Engineering is building the feature flag and experimentation foundation Growth will run A/B tests on. You need a working cadence with them so Growth work ships
- Growth engineers. Your team of 3. You set direction and the experiment standard
- Operations. Your partners on org design, levelling, compensation and hiring
- In rough order of priority:
- Scale product signals and the customer data platform behind them. This is expected to take most of the team's time next quarter. Growth owns the analysis and the signal agents, and Marketing Ops owns routing
- Bring experimentation into Growth. Engineering is building the feature flag and experimentation foundation first. A/B testing comes back to Growth once it's in place
- Set Growth's KPIs and SLAs. Agree with Marketing which numbers each team owns
- Find the biggest constraint. Diagnose where the funnel leaks most and put a structural fix in motion
- You're making experiment and funnel calls personally, and can point to one with the data behind it
- You've made the promote, refine or kill call on the signals already in flight, with the data behind each one
- Every Growth initiative has a named owner and a measure of success you've signed off
- You've told the CEO in writing where the biggest constraint in the funnel sits, with a proposed plan
- All five funnel stages are tracked end to end, on data the exec team trusts
- The constraint you named at 90 days has measurably moved
- A/B testing is running in Growth on the new experimentation foundation
- A regular cadence with Marketing, GTM and Product is running, and has caught a misalignment early
- The engineering team is running multiple experiments every week against the scoreboard
- The funnel converts measurably better at the stages you prioritised
- Quarterly planning and the Growth scoreboard run without you personally holding every piece together
- There's someone ready to step into a key leadership role in your team if needed
- Our Operating Principles are non-negotiable behavioural standards, written down and used in reviews. The ones this seat lives and enforces:
- Build the business like we build product. The funnel is measured and reviewed like a product surface. When the data changes, the plan changes
- Single responsible owner. You own Growth's numbers. Where the account-led motion moves the same number, one owner is agreed and written down
- You ship your org chart. To close the biggest leak in the funnel, you restructure roles, headcount and budget around it first
- Don't offload the thinking to the next person. A brief to an engineer, designer or analyst is complete enough to act on without a follow-up question
- And the values you'll be held to most visibly: Everything Engineered (you diagnose the funnel systematically before placing big bets), Fast Tracked (a live, revenue-impacting drop gets a fast first move while the full fix builds in parallel), and High Vis (when a metric's driver sits with another team, you raise it early and in the open, with a plan).
- You've owned growth or product end to end, ideally through a comparable growth-stage scale-up, including a product-led motion alongside a sales-assisted or account-led one
- Given conversion data, you find the biggest constraint fast and propose a structural move
- You run experiments at pace, make the calls yourself, and can recall the detail under pushback: what changed, the metric that moved, and why
- You're comfortable with plenty of experiments failing on the way to the ones that work
- You hold a specific view on where product-led ends and account-led begins, because you've had to draw that line before
- You've built or run an agentic workflow or piece of growth infrastructure with AI tooling yourself
- You've recruited and developed Director-level leaders and handed them real ownership
- You thrive building the operating model for a young function, with little existing process to lean on
- AI Coding Tools (Claude Code, Open Code, Cursor)
- Project Management Tools (Slack, Jira, Confluence)
- These are public, and they are how we actually operate. Candidates who have read them tend to have better conversations with us.
- The Manifesto
- On How Ships Now, In The Era of AI