Principal, Business Development Special Operations Command (SOCOM)

Remote

1. →Deliver new revenue to TurbineOne through direct sales to the U.S. Special Operations Command and subordinate units.
1. →You will identify sales opportunities, drive leads into the sales funnel by directly engaging buyers, pitch our product (with support from the Sales team), document the scope of work (in collaboration with the CTO), and negotiate the contract (with pricing approval from the CRO).
2. →Identify a military leader with the right kind of power, then with the utmost care and ethical conduct, convince that person to become a fanatical champion for TurbineOne’s product.
2. →Contribute to the product & engineering roadmap.
3. →Drive expansions with current customers.
4. →Contribute to the company's overall business strategy and marketing positioning.
5. →Translate national security requirements to Silicon Valley engineers and similarly educate government Buyers on the tech industry’s best practices.

• Fly to a military base to witness our product being used by uniformed service members in classified operating environments.
• Host a Zoom call with military exercise Coordinators and pitch them on why TurbineOne should be included in the event.
• Deliver live product demonstrations to help convince those with unobligated government funds to spend it on TurbineOne.
• Write a short Scope of Work document so that T1’s Capture Manager can expand the 1-pager into a 25-page package for a Contracting Officer.
• Get rejected by a personal friend that you thought would give us a giant contract, but for some undefined reason, is newly unresponsive to your messages.
• Educate old colleagues on why they should not buy the snake oil from a large Defense contractor.

• You’ve served in the Special Operations Forces for 10-20 years.
• You have led technology-related projects for DoW to solve pressing problems. 
• Ability to adapt to ever-changing environments and have a “team” mentality.
• Bring your experience and attitude from SOF culture to the TurbineOne team.

• Please refer to Elad Gil’s High Growth Handbook for general expectations on what should be “normal” for a company like TurbineOne.
• Just like in the White House, you will need to make your own photocopies. No great startup can afford Executive Assistants or most other luxuries.
• Every employee will develop quarterly metrics in order to transparently communicate, and objectively measure, one’s own performance.
• Everyone on the Team needs to be very comfortable with constant change, moving fast, sharing failures, embracing grit, and building things themselves. Most startups fail and no one will come to save us.