Chief Operating Officer

Pantheon is moving from a founder-coordinated company into a real operating organization. The product is advancing, important relationships are becoming active work, and the seams between engineering, customers, partners, and commercial follow-through now need a dedicated owner.

The near-term job is highly hands-on: keep commitments clear, unblock conversations, build the commercial cadence, and make sure decisions become actions. The longer-term job is to create the operating system for a lean company with teams and partners across New York and Europe.

This is not a staff role built around reporting. It is a frontline role with executive scope, and it should gradually absorb day-to-day team and partner coordination from the founder.

• Company cadence and accountability. Turn priorities into owners, milestones, decisions, and follow-through across functions and time zones.
• Product and engineering coordination. Keep milestones honest, make tradeoffs visible, and translate customer or commercial commitments into clear product decisions without becoming a layer of ceremony.
• Frontline operations. Step into important customer and partner conversations, coordinate support, and turn one-off work into repeatable playbooks.
• Commercial execution. Help shape the business-to-business pipeline and commercial terms, maintain momentum between meetings, and support fundraising preparation and follow-through.
• The New York nucleus. Build the local rhythm around customers, partners, hiring, and selective events, with an operating budget agreed with the founder.
• People systems. Establish lightweight hiring, onboarding, feedback, and management practices, then grow into day-to-day coordination across teams and partner communications.

• You have structured operations for a lean team before. You know how to introduce clarity without importing big-company process.
• You can operate across domains. Product, engineering, customer work, fundraising, and commercial decisions do not arrive in separate queues; you can connect them and move the whole system forward.
• You are commercially credible and operationally exact. You can hold an external relationship while also capturing the decision, assigning the owner, and closing the loop.
• You are technically fluent without needing to be the engineer. You can understand constraints, ask precise questions, and help technical and non-technical people reach a decision.
• You have high discretion. You will work with sensitive relationships, evolving commercial terms, and information that is not broadly shared.
• You are based in New York and comfortable working across European time zones. This is a hybrid role with meaningful in-person customer, partner, and team work.

• You have helped a founder-led company move from informal coordination to a durable operating cadence.
• You have managed enterprise implementations involving access, security, procurement, or complex stakeholder alignment.
• You have built an early business-to-business pipeline while the product and commercial model were still evolving.
• You have recruited and managed small, high-agency teams across more than one geography.
• You know how to use a focused event or gathering as an operating and relationship surface, not simply a marketing expense.

We are a three-person core team with a live product, active operating responsibilities, and unusually direct access to the relationships that will shape the next stage of the company. The work is real before the org chart is finished.

The cadence will be uneven. Some weeks will demand full-time intensity around a launch, partner need, financing process, or team milestone; other weeks will be lighter. We care about ownership and outcomes, and we will structure the role and compensation to reflect that reality.

You will report to the founder and work directly with engineering and support resources. Success means fewer important threads require founder intervention, while the team still moves with urgency and good judgement.

The package will combine cash compensation, meaningful equity, and performance-based upside. The exact mix will reflect experience, scope, and the variable operating cadence, and we will align on it early in the process.

The process is direct:

1. A conversation with the founder about the company, the operating surface, and what you have built before.
2. A working session on how you would bring structure to a real cross-functional situation without slowing it down.
3. Conversations with the people you would work with most closely.
4. A final discussion on mandate, compensation, and mutual expectations.