Chief Operating Officer

Pantheon has a live product, a small team, and opportunities that need an executive owner from first conversation through a clear delivery commitment. We are building a New York base for distribution: a place to develop enterprise business and stay close to customers, partners, and investors.

The job is to turn relationships into revenue and make the company ready to deliver what it sells. That means opening doors yourself, moving commercial work forward, connecting C-level counterparts with teams in other countries, and making commitments clear enough for people to act on them.

This is a hands-on COO role. You will build the operating capacity the next stage requires while personally owning important relationships and decisions now.

• New enterprise business. Identify the organizations we should pursue, use your own network to reach decision-makers, create new conversations, and carry qualified opportunities toward commercial agreement. You should be able to originate business, not only manage an existing pipeline.
• Enterprise buying paths. Learn how each target makes decisions: the executives involved, the vendors already in place, procurement steps, and the timelines for buying and rollout. Use that understanding to time outreach, shape proposals, and make credible commitments.
• Distribution and strategic relationships. Build Pantheon's presence in New York around customers, partners, and useful introductions. Develop relationships with senior executives who can buy, distribute, or help shape the business.
• Commercial execution. Keep opportunities moving from introduction through proposal, decision, and handoff to deployment. Surface tradeoffs, coordinate commercial terms, and make sure the team knows what has been promised and what comes next.
• Customer commitments and service levels. Translate agreements and SLAs into clear owners and expectations with the Enterprise Deployment Manager, who leads each rollout. Stay close to important accounts, resolve relationship escalations, and make sure commitments are met or renegotiated early.
• Cross-border operations. Connect executives, customers, partners, and teams across New York and Europe. Set a clear cadence for priorities and decisions so work moves across time zones without every handoff returning to the founder.
• Investor relationships. Identify investors who fit the company's next stage, bring relevant people into the conversation through your network, and keep introductions and follow-through sharp. Work with the founder on fundraising preparation; financing decisions remain with the founder.
• People and capacity. See where growth requires another person, partner, or process. Help recruit and build the team when needed, without turning this into a dedicated recruiting role.

You will own day-to-day commercial and operating execution. You can set priorities, lead external conversations, negotiate commercial terms, commit operating spend, and resolve handoffs within bounds we set together. Those bounds will evolve with the business and the scope you take on.

The founder owns company direction, key product choices, and financing decisions. Product and engineering own product priorities and technical delivery; the Enterprise Deployment Manager leads customer rollouts. Your job is to bring them accurate market context and commitments, make tradeoffs visible early, and keep commercial and operating work moving.

• Build a focused list of target enterprises and partners, with a reason to pursue each one and a path to the right decision-makers.
• Map the vendors, buying steps, and decision and rollout timelines for priority accounts before shaping proposals or delivery commitments.
• Open new conversations through your own relationships and turn promising introductions into qualified opportunities.
• Create a clear view of active deals, commercial decisions, expected revenue, and the next action needed to advance each opportunity.
• Agree owners, delivery plans, and escalation paths for important customer commitments and SLAs with the deployment team.
• Establish an operating rhythm across locations that helps executives make decisions and gives teams what they need to deliver.
• Identify the people or partners needed to support growth and help bring them in as the work demands.

• You have brought in business yourself. You can show how you identified enterprise opportunities, earned access to decision-makers, and moved relationships toward revenue.
• You bring a relevant network. You know senior people across enterprises, distribution partners, or investment circles and can build trust beyond the relationships you arrive with.
• You understand how enterprises buy. You can map incumbent vendors, procurement steps, decision cycles, and rollout timelines before asking a customer or team to commit.
• You can operate at executive level and on the ground. You are credible in a C-level conversation and willing to do the follow-through that makes it count.
• You have managed delivery across teams and borders. You can turn a commercial promise into clear owners and service expectations without taking technical decisions away from the people doing the work.
• You have built capacity in a lean company. You know when to add a person, partner, or process and when direct ownership is still the fastest path.
• 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 investor work.

• You have built enterprise revenue or a distribution channel at an early-stage company.
• You have personally opened doors to strategic accounts, investors, or partners and can describe what happened after the introduction.
• You have worked through complex service commitments or enterprise onboarding with several executive and delivery stakeholders.
• You have led commercial execution with teams in more than one country.
• You have helped a small company grow without making every decision depend on its founder.

We are a three-person core team with a live product and an opportunity to build the commercial organization around it. This role starts hands-on: you will pursue business, work with customers and partners, and make sure the teams behind each commitment can deliver. As the company grows, you will build the people and operating structure to carry more of that work.

You will work directly with the founder and with product, engineering, and support resources. Success means more qualified business reaching agreement, customers receiving what they were promised, and teams able to move across locations without important decisions getting stuck.

The package will combine cash compensation and meaningful equity. We will align on scope, decision rights, and compensation early in the process.

The process is direct:

1. A conversation about the enterprise business you have brought in, the relationships you have built, and the operating roles you have owned.
2. A working discussion on taking a real opportunity from executive introduction through agreement and delivery across teams.
3. Conversations with the people you would work with most closely.
4. A final discussion on mandate, decision rights, compensation, and mutual expectations.