We are a community of high-performing entrepreneurs built around a founder who can walk into a room of strangers and leave with lifelong relationships, who generates more good ideas before breakfast than most organizations implement in a year, and who has built something genuinely rare — a membership community where people feel seen, connected, and challenged to grow.
The front stage is exceptional. The backstage needs you.
We run a fast-moving, relationship-centered membership organization that delivers events, masterminds, content, and high-caliber human connection to entrepreneurs who are serious about building something meaningful. Our members don't join for the tactics — they join because of the quality of the people and the depth of the experience. That part works beautifully.
What doesn't exist yet is the strategic and operational infrastructure that turns all of that value delivery into a predictable, scalable business. No coherent system for bringing in new members. No retention framework. No alumni re-engagement strategy. No operating rhythm that runs without the founder in every loop.
That's not a flaw. It's the job description.
We are looking for the person who looks at that sentence and feels a specific kind of pull — not anxiety, not overwhelm — but the quiet recognition that this is exactly the kind of problem they were built to solve.
Is that you?
We need an Integrator — a true Second-in-Command — for a high-intensity, visionary founder.
This is not an operations manager role. This is not a chief of staff role. This is not a project coordinator with a fancy title.
This is the person who stands between a founder with a QS9 and an organization that desperately needs strategic infrastructure — and builds what doesn't exist yet, while keeping what already works intact.
The model is simple: The Founder makes it up. You make it real. The team makes it recur.
Right now only the first step is happening consistently. Your job is to fix that permanently.
You will own the operating rhythm, manage the team, build the three strategic systems that are currently missing, and serve as the Founder's most trusted partner — which means you will sometimes tell him no, always tell him the truth, and do both in a way that makes him feel heard rather than handled.
1. Convert the Founder's ideas into owned, dated, measurable work. Every idea that comes through — text, voice memo, late-night call, mid-meeting tangent — gets captured, evaluated, and either moved into the system with an owner and a deadline, or consciously deprioritized with a documented reason. Nothing disappears. Nothing floats. You build and own the system that makes this happen reliably.
2. Build and own the three strategic systems that do not yet exist. Member acquisition, member retention, and alumni re-engagement are currently reactive, unmeasured, and unowned. You design the architecture. You determine who runs each system. You establish the metrics. You hold them accountable. This is strategic work, not coordination work.
3. Run the operating rhythm. Weekly accountability structure. Binary commitments — done or not done. A team that knows exactly what they own and what is expected of them, possibly for the first time. You own the cadence and hold the standard.
4. Assess and architect the team. Most people on the current team have never been given expectations clear enough to be held accountable to. That changes when you arrive. You assess who is in the right seat, develop those who can grow, and carry the hard personnel decisions — the ones the Founder should not be having — with honesty and respect.
5. Serve as the Founder's operating partner. You are not a subordinate. You are not a filter. You are the person he thinks out loud with, the person who tells him the truth when everyone else softens it, and the person who holds the operating system together while he does what only he can do — be in the room, build the relationships, cast the vision. You protect his energy by solving problems before they reach him.
Great talent doesn’t follow a single path, and we don’t expect it to.
We value skill, curiosity, and results over formal credentials. Whether you’re self-taught, career-switching, or coming from an unconventional background, we’re open to it.
What matters is your ability to think, execute, and deliver.
Here’s what does matter:
Has worked directly with a high-intensity, visionary leader whose personal world and professional world are not cleanly separated
Thinks in revenue and retention systems — not just operational checklists
Closes loops by nature, not by discipline
Delivers hard news directly, warmly, and without delay
Holds their own boundaries consistently — not rigidly, not apologetically, but sustainably
Can be firm with a founder and warm simultaneously — this is the single most important interpersonal skill for this role
This role starts at $250,000 per year
Compensation is tied directly to organizational outcomes — member growth, retention rate, and operational independence from the Founder are the primary KPIs
This is an ESOP-eligible position — for the right person, ownership is on the table
The growth path here is not a ladder. It is a relationship. The Integrator who succeeds in this role becomes an indispensable partner in whatever the Founder builds next — and this founder builds consistently
While there is never just one right way to do a job, certain patterns emerge. The people who have thrived in roles like this one share a specific set of operating characteristics.
They are not motivated by being liked. They are motivated by things being done. They feel a physical discomfort when commitments are left open, when information disappears into text threads, when the same problem recurs because no one built a system for it.
They are warm — genuinely warm — but they do not confuse warmth with softness. They can sit across from someone who is not performing, say exactly what needs to be said, and leave that person feeling respected rather than ambushed. That is not a communication technique. It is a character trait.
They have operated in high-ambiguity environments and found them clarifying rather than paralyzing. When direction changes, they recalibrate rather than resist. When things are chaotic, they move toward the chaos rather than away from it.
They do not need to be the most visible person in the room — they are energized by making the visible person more effective.
Important personality traits:
Ownership-oriented
Direct and warm simultaneously
Completion-driven
Calm under pressure
Strategically proactive
What energizes you:
Building systems where none exist
Turning chaos into clarity
Being trusted with what actually matters
Solving problems the founder never has to see
Leading a team with clear expectations and real accountability
High-intensity communication: The Founder communicates by what is alive for him in the moment. Some days that means 80 texts. Some days it means silence. You will need to have built — or be able to build quickly — a system that captures everything without requiring him to communicate differently. If you need predictable, boundaried communication from a principal to function, this is not the right environment.
Genuine ambiguity: There is no well-documented operating system waiting for you. There is no clear playbook. You will inherit an organization that is reactive by nature and your job is to make it intentional. If you need structure to be handed to you before you can create it, this role will frustrate you quickly.
Emotional intensity: This organization is the Founder's life's work. When something goes wrong, it lands personally. When something goes right, it is celebrated fully. You will need to absorb both without being destabilized by either, and without taking either personally.
Hard personnel decisions: There are people currently in roles who may not be in the right seats. You will be the one to have those conversations — not the Founder. If you have never carried a difficult personnel decision alone and with full ownership, you should be honest with yourself about whether you are ready to.
A paid trial period: Before a full offer is extended, we work together on a structured trial project. This is how we evaluate real-world performance — not interview performance. If you are in a stable position, do not leave it until you are confident you can perform at this level.
Execution over ideas. Ideas are not the constraint here. Execution is. We value the person who does the thing over the person who describes the thing elegantly. We finish what we start. We make commitments binary.
Firm and warm — always both. We do not choose between honesty and kindness. We deliver hard truths with genuine care. We hold standards without making people feel disposable. This is the operating standard for every member of the team, starting with leadership.
Ownership without assignment. We do not wait to be told what to manage. We identify gaps and close them. We bring problems with recommended solutions. We own outcomes, not just activities.
Generosity first. The community we have built is built on a generosity-first ethos. We give before we ask. We lead with value. We bring our best to every member interaction and every team interaction. Structure and accountability exist to protect and amplify that — not to replace it.
Truth early. Bad news does not age well. We surface problems before they become crises. We tell the founder, the team, and the members the truth — and we do it early enough to actually be useful.
Please submit the following to Jobs@geniusnetwork.com:
Your resume as a PDF, named exactly as: Lastname.Firstname.Integrator.pdf
A brief written response (300–500 words) to this question: Describe the most operationally broken environment you have ever walked into. What specifically was broken, what did you do about it, and what did you leave behind when you were done?
Your completed 16Personalities assessment — take it free at 16personalities.com and include your four-letter result and the link to your full results page.
Your answer to this question (one paragraph, no more): The founder you work with sends you a voice memo on a Sunday night with a genuinely exciting new idea — but you are already at capacity, the existing priorities are not yet complete, and this idea would require significant resources to pursue. Walk me through exactly what you do on Monday morning.
One sentence that describes how you hold your own limits with a principal who does not observe work-hour boundaries — without making them feel dismissed.
We know we are asking a lot. The application process is deliberately rigorous — because the role is.
If any of what you have read has made you more interested rather than less, that is a signal worth trusting.
We are building something that can outlast the founder's direct involvement in every decision. That takes a specific kind of person. If you are that person, we genuinely want to hear from you.
Questions? Reach out to Jobs@GeniusNetwork.com. We will answer them directly.
