Go-To-Market Lead

EVERJUST is a software factory. We build software products and take them to market. This role owns the second half. Naming, positioning, launch, distribution, events, partnerships and the work that decides whether an answer engine cites us — for our own products, and for clients on the Growth Loop Program at $5,000 a month, flat. You decide what a product is called and who it is for, then build the distribution that carries it.

What you do

• Own the name and the positioning statement for every product we take to market — EVERJUST.APP, CustomAgents, Custom Domain, FaceSmash — and rewrite them when the evidence says they are wrong.
• Tell each Growth Loop client, every month, what ran, what it produced, what changes next and what you decided not to do. They pay a flat $5,000, so the month has to be legible without a spend breakdown to hide behind.
• Build and run distribution: channel mix, launch sequence, event calendar, partner list. Retire the parts that stop paying for themselves.
• Own the structured data, source pages and comparison pages that decide whether an AI answer engine quotes us or somebody else.
• Write the price and the "who this is not for" section on every service page, sitting with the engineer who built the thing. The numbers are printed — from $25,000 for an Enterprise Build, $9,650 for a Service Configurator storefront — so the copy has to survive a buyer reading it literally and then buying without talking to anyone.
• Run each launch end to end — the sequence, the assets, the first wave of outbound — then hand the repeatable parts to the client's own team so they can run it without us.

What we look for

• Something you named, positioned and took to market yourself. Show the before and the after. Show one launch that did not work and what you changed because of it.
• The judgement to say a product is for one buyer and not four, and to hold that line when someone senior wants it widened.
• You can write. Plain sentences, no inflation, and you cut your own copy before anyone else has to.
• You pull your own numbers and reason about them, including saying out loud that a channel is not working and you are switching it off.
• Hard requirement: you can write and validate JSON-LD structured data yourself, and explain why an answer engine quotes one page and ignores the next.
• You can position what has already been decided. Architecture is settled here before anyone writes feature code, so if you think the product is aimed at the wrong buyer, you argue it in that week — not the week of the launch.

Nice to have

• You have sold technical products to technical buyers, and you can tell when the demo is doing the selling and the copy is doing nothing.
• You have run an event series or a partner programme end to end, including the unglamorous logistics.
• Experience with developer tooling or an SDK. FaceSmash is one of ours and it sells to engineers.
• You have configured a real business system yourself rather than briefing someone else to do it.

What it is like

Nothing sits in a queue. The prices are on the website, so you never sell a range, gate a number behind a call, or defend a quote you have not seen. You sit with the engineers building the thing you are positioning, and the person who decides is in the conversation — there is no account manager in between. When you change the name of something, it changes that week.

The hard part is that you build the distribution and you also run it. Nobody below you is writing the posts and working the list. You will carry our own products and paying Growth Loop clients in the same week, and the monthly account of what happened goes out with your reasoning in it whether the month was good or not. Answer-engine work is young, the measurement of it is imperfect, and you will sometimes be wrong in public and have to say so in the next report.

Not for you if

• You need people under you to execute. Here you write the post, build the list and do the follow-up yourself.
• You expect pricing to be discovered on a call. Ours is published, and the job is to sell against the number, not around it.
• Your reporting stops at impressions and reach. If you cannot connect activity to adoption or pipeline, the monthly report will be painful every month.
• You need a finished product and a shelf of reference customers before you can sell. Some of what you take to market will be ours, new, and without a single case study to point at.