About HASH

About the role

What you'll own

Go-to-market and revenue

• Defining our go-to-market strategy, target markets, ideal customer profiles, and highest-value use cases.
• Turning HASH’s technical capabilities into clear, compelling commercial propositions.
• Owning positioning, packaging, pricing, pipeline development, and revenue forecasting.
• Personally leading important enterprise opportunities, from initial discovery through commercial negotiation and close.
• Building the processes, collateral, systems, and team required to move beyond founder-led sales.
• Developing productive partnerships and distribution channels where they can materially accelerate the business.
• Establishing clear commercial metrics and holding the company accountable for them.

Customers

• Develop a rigorous understanding of customer problems and purchasing behavior.
• Ensure that prospective customers are qualified against both their likely value and HASH’s ability to deliver for them.
• Create a coherent journey from sales through implementation and ongoing success.
• Maintain close relationships with senior customer stakeholders.
• Make sure that commitments are realistic, explicit, and delivered.
• Establish strong feedback loops between customers, product, engineering, and research.
• Identify repeatable patterns without allowing one-off requests to pull the product in conflicting directions.
• Build the customer success, solutions, and commercial delivery capabilities we need as the company grows.

Finance and company planning

• Owning budgets, forecasts, cash management, and runway planning.
• Maintaining a reliable company operating model and ensuring that decisions are grounded in accurate numbers.
• Developing scenario plans that connect hiring, revenue, product investment, and financing requirements.
• Improving commercial discipline around pricing, contracts, margins, payment terms, and customer concentration.
• Producing high-quality management, board, and investor reporting.
• Supporting fundraising and other financing activity.
• Overseeing the external providers and internal processes involved in accounting, tax, payroll, insurance, legal matters, and financial controls.

Company operations

• Translate company strategy into clear priorities, accountable owners, metrics, and operating plans.
• Establish an effective cadence for company planning, leadership decisions, and performance reviews.
• Identify where decisions or projects are becoming stuck and intervene before momentum is lost.
• Improve coordination across commercial, customer, product, technical, and research work.
• Clarify ownership where responsibilities are ambiguous.
• Make sure important decisions and commitments are recorded and communicated.
• Introduce process where it materially improves speed, quality, or reliability—and avoid it where it does not.
• Take responsibility for miscellaneous high-impact problems that do not fit neatly inside an existing function.

What you will share with the CEO

• Overall company strategy.
• Annual and multi-year planning.
• Fundraising and investor relationships.
• Organizational design.
• Executive and other company-critical hiring.
• Leadership development, performance management, and culture.
• Major partnerships and unusually important customer relationships.
• Decisions that materially change the direction or risk profile of the company.

What success looks like

• HASH will have expanded its initial enterprise customer base and developed a clear, evidence-backed go-to-market strategy.
• We understand which customers and use cases to pursue—and which to decline.
• Commercial opportunities are managed through a disciplined, visible pipeline.
• Revenue and cash forecasts are trustworthy enough to drive company decisions.
• Customers experience a coherent journey from initial conversation through deployment and expansion.
• Product teams receive structured, high-quality feedback from the market.
• The company has an effective operating cadence with clear priorities and ownership.
• The highest-leverage commercial and operating hires have been made.
• Important work happens without needing to be chased.
• The CEO is spending most of their time on product, technology, research, and long-term product strategy.

About you

• You have built trusted relationships with senior executives and can operate credibly with CEOs, CFOs, business-unit leaders, functional executives, and boards.
• You have personally originated, shaped, and won substantial engagements, partnerships, or enterprise opportunities. You understand that selling complex work involves diagnosing the real problem, developing conviction with the customer, navigating multiple stakeholders, and sustaining momentum through a long decision process.
• You understand how large enterprises actually buy, make decisions, allocate budgets, manage risk, and attempt organizational change.
• You have led complex transformation or performance-improvement work in which success depended on more than producing a good strategy. You know how to establish ownership, mobilize stakeholders, resolve resistance, and translate an ambition into measurable results.
• You can understand unfamiliar industries and difficult technical subjects quickly, identify what matters, and communicate it clearly to different audiences.
• You are highly financially literate. You can interrogate a business model, construct and challenge forecasts, allocate scarce resources, evaluate investments, and engage confidently with investors and boards.
• You move comfortably between the strategic and the practical: from determining which markets HASH should pursue to improving a proposal, negotiating a contract, reviewing the pipeline, interviewing a candidate, or resolving an urgent customer issue.
• You have recruited, led, and developed exceptional people. You set a high bar while creating the conditions in which strong people can do their best work.
• You make sound decisions with incomplete information and are willing to be held accountable for their consequences.
• You communicate with unusual clarity, both in writing and in conversation.
• You have the confidence to challenge the CEO directly, the judgment to disagree constructively, and the lack of ego required to change your mind.
• You care more about building a consequential company than preserving the status associated with your present role.

This role is probably not for you if

• Your experience is limited to operating mature functions with established teams and processes.
• You want to oversee sales but do not want to sell personally.
• You view a COO primarily as an internal administration or project-management role.
• You are uncomfortable owning financial outcomes.
• You need problems to be carefully defined before you begin working on them.
• You prefer consensus to making a timely decision.
• You want a narrow remit with predictable boundaries.
• You are not interested in understanding a deeply technical product.
• You simply want to scale an existing process, rather than develop, execute and iterate on strategy from the ground-up.
• You don't value equity.

Benefits