Overview
You work directly with the CEO to understand how OneCrew acquires and retains paving contractors, then build the operations infrastructure to scale it. You're part data analyst (what's working?), part process builder (how do we systematize it?), part strategic advisor (what should we build next?). You'll touch sales, customer success, product, and finance.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | BizOps / Rev Ops hybrid |
| Sales Motion | Supporting outbound-heavy motion to contractors |
| Deal Complexity | Consultative - selling to small business owners |
| Sales Cycle | Supporting 2-8 week cycles (estimated) |
| Deal Size | Unknown - likely $3-15K ACV range for paving software |
| Quota (est.) | N/A - measured on operational outcomes |
Company Context
Stage: Early (well-funded per post, 25 employees)
Size: 25 employees
Growth: Actively hiring, CEO posting directly on LinkedIn
Market Position: Building vertical SaaS for paving contractors - fragmented, underserved market. Competing against generic construction software, spreadsheets, and pen-and-paper operations.
GTM Reality
Pipeline Sources:
- Likely 70-80% outbound - calling paving contractors, trade show follow-up, referrals from existing customers
- 20-30% inbound - contractors searching for paving software, word of mouth in industry
- No PLG motion - this is consultative sales to small business owners
SDR/AE Structure: Small team, probably founder-led sales or 1-2 AEs at this stage
SE Support: Likely none - AEs do their own demos
Competitive Landscape
Main Competitors: Generic construction management software (Procore, Buildertrend), industry-specific tools (HCSS HeavyBid for estimating), spreadsheets
How They Differentiate: Purpose-built for paving - understands the specific workflow from lead to invoice for asphalt/concrete work
Common Objections: "We've always done it this way", cost concerns from price-sensitive contractors, skepticism about new technology from less tech-savvy buyers
Win Themes: Time savings, fewer errors in estimates, better project tracking, professional appearance to customers
What You'll Actually Do
Time Breakdown
Analysis & Reporting (30%) | Process Building (30%) | Cross-functional Projects (25%) | CEO Meetings & Strategy (15%)
Key Activities
- Pipeline Analytics: Pull data from CRM (likely HubSpot or Salesforce), analyze conversion rates by source/rep/stage, identify where deals stall, present findings to leadership weekly
- Process Documentation: When something works (a good cold call script, effective demo flow, smooth onboarding process), you document it and build the system so it's repeatable as the team grows
- Operations Projects: Could be anything - redesigning the sales comp plan, building a customer health score model, creating a pricing experiment framework, mapping out territory assignments
- Cross-functional Coordination: Sales says they need X feature to close deals, Product wants to know what customers actually use, CS needs better handoff processes - you're the person connecting these dots
The Honest Reality
What's Hard
- You're building infrastructure from scratch with limited existing systems - lots of manual work before you can automate
- At 25 people, everyone has opinions and you need to balance conflicting priorities with limited resources
- Paving contractors are small businesses - data can be messy, feedback is qualitative, you're often inferring rather than having clean metrics
- You'll spend time on unsexy work: cleaning up spreadsheets, chasing people for data, fixing broken integrations
- Broad scope means context switching constantly - pipeline analysis one hour, customer onboarding process the next
What Success Looks Like
- Sales team hits their number consistently because you've identified and removed bottlenecks
- Customer churn drops because you built better onboarding and identified early warning signs
- CEO makes strategic decisions (pricing change, new market, product priority) based on analysis you provided
- New hires can onboard faster because you documented and systematized how things work
Who You're Supporting
Internal Stakeholders:
- CEO (direct report) - needs strategic insights and execution on priorities
- Sales team (1-3 AEs likely) - needs better tools, clearer process, pipeline visibility
- Customer Success - needs handoff processes, health metrics, expansion playbooks
- Product team - needs usage data, customer feedback synthesis, prioritization frameworks
What They Care About:
- CEO: Growth rate, unit economics, what's blocking scale
- Sales: Making quota easier - better leads, clearer process, tools that work
- CS: Keeping customers happy and identifying expansion opportunities
- Product: Building what actually drives retention and expansion
Requirements
- 2-4 years in consulting, operations, analytics, or similar role (Bain mentioned in CEO's headline suggests they value structured thinking)
- Strong in Excel/Google Sheets and comfortable learning new tools quickly
- Can talk to both technical teams (product/eng) and commercial teams (sales/CS) in their language
- Self-directed - you need to figure out what's important and drive it without detailed instructions
- Comfortable with ambiguity and scrappy problem-solving at an early-stage company
- Bonus: Experience with vertical SaaS, construction tech, or selling to SMBs