Reporting to: CEO

Compensation: Base salary, performance-based variable compensation and equity participation

About TechBlocks

We are a global product and platform engineering company, headquartered in Toronto, with around 1,000 engineers across North America and India. We have been building software for fifteen years. Almost everything we do is custom product and platform development on Azure, AWS and Google Cloud — not package configuration, not managed services, not ticket queues. Our clients are North American enterprises and platform companies whose businesses run on software they own, and who need engineering capability and AI-nativity to keep that software evolving. What is unusual about us is the depth of those relationships. Our largest client relationships run five, eight and ten years, and nearly every one of them came to us through a referral from another client or partner. That is a strong signal about the delivery, and it is the foundation this role is being built on. Why this role exists

We will say this plainly, because you will work it out in the first month anyway. TechBlocks has grown on the strength of its delivery. Clients stay for years, they expand, and they introduce us to other people. We are now making a deliberate transition: from a founder-led sales organization to a commercial engine that operates and scales beyond any one person. That is what this role exists to build. At the same time, the thing we sell has changed. We have built four defined offerings around AI-native delivery, retail decision orchestration and marketing-platform modernization, and two of them go to market in January. They are differentiated and they are provable — but they need someone who can take them to a market that does not yet know the category exists. So this is a build,



with one important qualification: it is a build that has to produce closed business while it is being built. We are not looking for someone to spend two quarters designing a function. We are looking for someone who will be in front of clients in their first month and will have closed something before they have finished hiring their team. What You Will Own

You report to the CEO and sit on the executive team. You own everything commercial except farming the existing account base, which sits with two business unit heads. New Logo Sales:

Enterprise and upper-mid-market acquisition across North America. You carry a number, and so does everyone on your team Business Development:

Partnerships and alliances — including the technology partners behind our offerings, where co-sell is a real route to market Marketing:

A marketing director and team. Positioning, content, campaigns, events, the website Inside sales:

An existing team doing outbound and qualification. It needs direction and a reason to call more than it needs rebuilding The Team

You inherit a marketing director, an inside sales lead and their team, and a vertical sales leader covering energy, utilities and mining. In your first two quarters you will hire two enterprise sellers and a revenue operations hire who owns the machinery: pipeline reporting, sequences,



cadence; so that your time goes to clients and coaching rather than administration. Four offerings exist; two are in market from January. Deep technical and solution support comes from our CTO and Head of Products, who sit beside you in client conversations. You are not expected to be the technical expert. You are expected to be the person who gets into the room. What Success Looks Like in Your First Year

We will judge this role on outcomes, not activity. These are the five that matter. Three to four recent logos, landed personally or by your team, weighted to the first half of the year. We care more about the size and quality of the logo than the count — one client with multi-million-dollar potential is worth more to us than four small ones. At least one should close before you have finished building your team. A qualified pipeline that did not exist before you arrived, against a defined ideal client profile, with honest stages and inspectable deals. A team that works. Two enterprise sellers hired and ramping, inside sales re-pointed and producing qualified executive conversations, marketing producing material your sellers actually use. A repeatable motion for at least one offering — documented well enough that the next seller can run it without you in the room. A commercial operating rhythm — weekly deal inspection, monthly forecast, numbers the executive team trusts because they have been right before. The first of those is the one we will talk about most in the interview. The others follow from it. Who we are looking for

You have personally sourced and closed enterprise services deals in the last two years. Not your team. YOU We will ask for three, by name, with the size and who else was in the room. You have sold techn

📌 Chief Growth Officer (Vaughan)
🏢 TechBlocks
📍 Vaughan