VP, Professional Services

What you'll own
You own a business line. Like a partner at a consultancy firm, you carry the P&L: bookings, revenue, and gross margin, with the platform revenue a program pulls through counting as much as the services number itself. You carry the team that makes that possible too, and building a strong one is part of the job.

Part of the role is commercial. A lot of the growth sits inside accounts we already have. You lead the Professional Services account executives, and you work closely with the account executives who sell the platform, since they are in front of those customers every week. Helping them recognize a program opportunity, qualifying it properly before work starts, and getting a proposal back quickly is what turns interest into revenue. On the accounts that matter most, you are in the room yourself.

Delivery matters as much. Programs are designed and delivered together with our Learning Solutions Architects, project management, and a bench of external instructors. You set the standard the work is held to, and how the team is set up to meet it, including how we cover domains we cannot staff internally today. Ownership runs end to end, from the first commercial conversation through to what the client says about the program afterwards.

Running through both is the offering itself. You work out which programs to lead with, how they are packaged, and what they should cost us and the client, so that what we sell is repeatable rather than reinvented for every account.

What we're looking for
Deep in the data and AI space, with delivery experience in it. You have taught, implemented, or built solutions yourself, and you can hold a conversation from AI literacy to Claude Code to data engineering and Databricks. A purely commercial services leader will not succeed here.
At least 10 years in professional services, consulting, or enterprise delivery.
A partner, not an administrator. You have sold and delivered your own engagements, sat in the pricing conversation, and stayed accountable for the result after the contract was signed.
P&L literacy. Margin, utilization, cost of delivery, and pricing are things you reason about directly, not things you ask finance to explain.
Credible with technical people. On the buyer side, where the people deciding are often practitioners and the ones who will judge whether our content is any good. And on our own side, where you need senior instructors and solution architects to want to work with you.
A builder of process people actually follow. The hard part sits at the seams between sales, customer success, and delivery. You fix that by designing the handoff and enforcing it, not by writing a document.
Built for our stage. Small team, limited support structure, founders close to the work. You will be designing the function and personally running the hardest engagements at the same time.