Senior Strategic Growth Partner

The Role This is a senior client-facing role for someone who wants to operate at the intersection of strategy, growth, sales, and execution.

You will work directly with founders and business owners, understand their business in depth, identify what is holding growth back, and help them decide what to do next.

You are not here to simply manage a relationship.

You are here to become a trusted partner in the growth of the business.

That means understanding the client's goals, offer, market, acquisition strategy, sales process, delivery model, current constraints, and commercial priorities - then helping them turn that into a clear plan of action.

In some conversations, you will be helping a founder sharpen their positioning.

In others, you will be diagnosing why pipeline is weak, why sales are not converting, why execution is stalling, or where the next growth opportunity sits.

Your job is to create clarity. To tell clients what matters now. To show them what needs to happen next. And to make sure the right actions actually happen.

This is not a traditional Customer Success role.

It is a role for someone who wants to become an exceptional commercial operator by working closely with ambitious founders and helping them solve real business problems.

The Opportunity You will have exposure to a large number of businesses, markets, offers, sales models, and growth challenges.

That creates an unusually steep learning curve.

Instead of spending years inside one company solving one set of problems, you will see patterns across dozens of businesses and develop the judgment to quickly understand:

• What is actually holding growth back
• What is noise and what matters
• Where the highest-leverage opportunity is
• What the founder should focus on now
• What should be stopped
• What should be doubled down on
• How strategy should translate into execution

Over time, the expectation is that clients see you as someone whose judgment they trust.

Someone who can walk into a complicated situation, understand it quickly, simplify it, and give them a clear direction forward.

If you want to build serious capability in growth strategy, founder communication, sales, operations, and commercial decision-making, this role gives you the environment to do it.

What You Will Own Become a True Growth Partner to Clients

You will work closely with founders to understand the business beyond surface-level account updates.

You will build a clear picture of:

• Their business model
• Target market
• ICP
• Offer
• Pricing
• Positioning
• Acquisition channels
• Sales process
• Current pipeline
• Delivery model
• Team capacity
• Growth goals
• Immediate constraints

From there, you will help determine the highest-priority actions required to move the business forward.

Advise, Don't Just Support We are not looking for someone who simply responds to questions.

We want someone capable of leading the thinking.

You should be comfortable saying:

"This is the problem I think we need to solve first."

"This is where I think you're focusing on the wrong thing."

"This is the strategy I would recommend."

"This is what I would do over the next 30 days."

"This is what needs to happen before we scale."

You will challenge clients when needed, simplify decisions, and help them avoid wasting time on low-leverage work.

Your value comes from your judgment, not just your responsiveness.

Turn Strategy Into Action Good advice without execution is useless.

Every strategic conversation should translate into clear priorities.

You will help clients move from broad goals to focused execution:

• Define the objective
• Identify the constraint
• Decide the strategy
• Break it into clear actions
• Assign ownership
• Set timelines
• Review what happened
• Adjust based on results

You should naturally reduce complexity rather than add to it.

If a client has fifteen things they could be doing, your job is often to help them identify the two or three that actually matter.

Help Clients Build Revenue You will think commercially.

That means understanding the complete journey from market to revenue:

Positioning Acquisition Conversations Pipeline Sales Revenue Delivery Expansion

You will help clients understand where that journey is breaking down.

For example:

If acquisition is weak, you investigate the offer, market, message, and channel.

If leads are coming in but deals are not closing, you look at qualification, sales process, follow-up, positioning, and pricing.

If sales are happening but delivery is becoming difficult, you help identify what needs to change operationally.

You should be comfortable moving across the business rather than treating growth as a single function.

Work Across Growth Channels Depending on the client, you may be advising across areas such as:

• Cold email
• Outbound
• Paid acquisition
• Offer development
• ICP and positioning
• Lead generation
• CRM and pipeline
• Sales process
• Follow-up
• Proposal strategy
• Pricing
• Go-to-market
• Operational priorities
• AI implementation and services

You do not need to personally be the world's best practitioner in every function.

You do need enough commercial understanding to identify what is working, what is not, ask the right questions, and make good strategic recommendations.

Lead High-Level Client Conversations You will spend significant time speaking directly with founders and senior operators.

These are not scripted check-ins.

The conversations should be valuable enough that a founder would pay for the thinking itself.

You will:

• Review business performance
• Analyse what has changed
• Identify opportunities
• Diagnose problems
• Challenge assumptions
• Set priorities
• Recommend strategy
• Help unblock decisions
• Create accountability
• Keep momentum high

The standard is not whether the meeting happened.

The standard is whether the meeting changed what happens next.

Own the Bigger Picture Clients may have multiple people supporting different parts of their business.

Your role is to maintain the full commercial picture.

You should understand what everyone is working on, how it connects to the overall strategy, and whether the combined effort is actually moving the client toward their objective.

If teams become disconnected, priorities conflict, or something important is falling through the cracks, you take ownership of resolving it.

The client should feel like they have one clear strategic partner who understands the whole business.

Identify Risk Before It Becomes a Problem Strong operators notice problems early.

You should recognise when:

• A client is losing momentum
• Execution has stalled
• The strategy is not producing results
• Expectations have become misaligned
• Lead flow is weak
• Sales follow-up is poor
• Internal delivery is becoming a blocker
• The client is focusing on the wrong priorities
• Trust is beginning to decline

Then act.

Do not wait for a formal escalation.

Part of being a trusted partner is being willing to address uncomfortable realities before they become larger problems.

Skills & CompetenciesCommercial Judgment You understand how businesses grow and make money.

You can connect strategy to revenue and distinguish between activity and actual commercial progress.

Strong Diagnostic Ability You can listen to a complicated situation and quickly work out what the underlying issue is.

You separate symptoms from root causes.

Strategic Thinking You can move between the big picture and immediate execution.

You know how to turn an ambitious goal into the next few actions that actually matter.

Founder-Level Communication You can communicate confidently with intelligent, ambitious, demanding people.

You are comfortable challenging ideas without becoming confrontational.

You can give clear advice even when it is not what the client hoped to hear.

High Ownership You do not wait to be