VP of Growth

Please note: this is a Growth role in the traditional sense, sitting at the intersection of Product and Marketing. It is not a Sales/Commercial role.

👋 Thanks for stopping by and learning more about this role at Sitemate! ✨🏗️

We’d love to hear from you 👩‍💻👩🏽‍💻🧑🏿‍💻👨🏻‍💻

Brief overview of this role:

Reports to: CEO

Level: VP (M12 on Sitemate's career framework)

Location: Sydney, Australia. Hybrid, 2 days in office

Team: 3 engineers, reporting directly to you. You'll shape how the team grows from here

Remuneration: AUD 220,000 - AUD 240,000 (excl. Super)

🏢 About Sitemate

Sitemate builds best-in-class software and AI agents for the built world, helping construction, infrastructure and industrial companies work smarter and faster. Our mission is to multiply the engineering power of the built world.

Storm is the #1 data capture agent for the front line of the built world - converting audio, photos and videos into clean structured records.

With conversational support in-app and across SMS, Whatsapp and phone calls, Storm is shifting front line workers from paperwork and clunky digital forms, to natural language and multi-channel data capture.

Our core platforms are Dashpivot (safety, quality and field reporting), Gearbelt (fleet and asset management), Flowsite (no-code integrations), and the Sitemate mobile app for every worker on site.

We have strong product-market fit, generating thousands of new leads per month through word of mouth and organic channels. We are backed by Blackbird, with 200 people across 18+ countries and entities in Australia, the UK, the US and Canada.

🚀 Why this role exists now

Sitemate's funnel moves two ways. The account team drives adoption and expansion through people. The product drives it through acquisition, activation, retention and referral, across the homepage, microsites, new product sites on the way, and the platform itself.

This role owns the product side. It's a new seat, with a team of 3 engineers already in place. You'll set Growth's KPIs and SLAs, the instrumentation and the experiment cadence. You'll also agree the boundary with Marketing and GTM, and decide how the team grows.

Growth already turns marketing site and product data into signals the sales team acts on, and the first ones are live. Part of the job from day one is scaling that work while shaping what comes next.

📝 The role

Sitemate's VP of Growth owns acquisition, activation, retention, referral and revenue (AARRR), and the conversion rate between every stage.

Growth sits where product and marketing meet. It doesn't carry a sales or revenue-closing number.

You report to the CEO and run a lean team, so you make experiment and funnel calls yourself. At Sitemate, managers are player-coaches at every level, including the executive team.

You'll represent Growth to the CEO and the executive team, and turn company strategy into a ranked Growth plan.

🎯 What you own

The funnel. All five stages, from acquisition to revenue, across the product, homepage, microsites and product sites, and the conversion rate between them. You find the biggest constraint and decide what gets built to move it

Funnel instrumentation. What gets tracked, how each stage is defined, and whether the data can be trusted. You can specify it precisely and debug it yourself

Product signals. Turning product, marketing and CRM data into signals the account team acts on: the infrastructure, the analysis, the signal agents, and the call to promote, refine or kill each one against its baseline. Marketing Ops routes each signal to the people who act on it

The boundary with the account-led motion. GTM drives adoption and expansion through the customer-facing teams. You drive it through the product.

The Growth org. The current team of 3 and its growth: the hiring bar and sourcing capacity to hit the plan, the org design, headcount plan and budget behind it, and performance, promotion and exit decisions across the team

The Growth operating cadence. Growth's KPIs and SLAs, multiple experiments a week, and quarterly planning. The scoreboard shows which work moved a baseline (e.g. activation rate, retention curves, referral rate), and you cut what isn't earning its place, even work you sponsored

Growth's AI adoption. Setting the adoption target, deciding what gets automated first, reporting the measured gain to the executive team, and owning the risk and compliance position behind it

🤝 Who you work with

CEO. Your manager and your executive peer.

VP of Marketing. Your closest partner. They own demand creation, content, brand and paid. You run experiments with them across the homepage, microsites and product sites, and own activation, retention, referral and revenue inside the product. Marketing Ops, in their team, routes the signals Growth builds. Where the boundary is ambiguous, you settle it together and record the decision

GTM leadership. Sales and Customer Success run the account-led motion and act on the signals Growth builds. You agree what each signal surfaces and replaces, and who owns each shared number

EPD leadership. Product and Engineering own the roadmap, and Engineering is building the feature flag and experimentation foundation Growth will run A/B tests on. You need a working cadence with them so Growth work ships

Growth engineers. Your team of 3. You set direction and the experiment standard

Operations. Your partners on org design, levelling, compensation and hiring

⚡ What needs to happen

In rough order of priority:

Scale product signals and the customer data platform behind them. This is expected to take most of the team's time next quarter. Growth owns the analysis and the signal agents, and Marketing Ops owns routing

Bring experimentation into Growth. Engineering is building the feature flag and experimentation foundation first. A/B testing comes back to Growth once it's in place

Set Growth's KPIs and SLAs. Agree with Marketing which numbers each team owns

Find the biggest constraint. Diagnose where the funnel leaks most and put a structural fix in motion

✅ What success looks like

By 90 days

You're making experiment and funnel calls personally, and can point to one with the data behind it

You've made the promote, refine or kill call on the signals already in flight, with the data behind each one

Every Growth initiative has a named owner and a measure of success you've signed off

You've told the CEO in writing where the biggest constraint in the funnel sits, with a proposed plan

By 6 months

All five funnel stages are tracked end to end, on data the exec team trusts

The constraint you named at 90 days has measurably moved

A/B testing is running in Growth on the new experimentation foundation

A regular cadence with Marketing, GTM and Product is running, and has caught a misalignment early

The engineering team is running multiple experiments every week against the scoreboard

By 12 months

The funnel converts measurably better at the stages you prioritised

Quarterly planning and the Growth scoreboard run without you personally holding every piece together

There's someone ready to step into a key leadership role in your team if needed

🔧 Day-to-day

Personally make and defend experiment calls across the funnel

Make the promote, refine or kill call on product signals, and triage new ones with GTM

Own instrumentation rigour across the funnel

Run quarterly Growth initiative planning and the scoreboard beneath it

Run the alignment cadence with Marketing, GTM and Product

Build and run AI tooling and agentic workflows in Growth

Hire and coach the Growth team

Represent Growth to the CEO and executive team

🧬 How we build

Our Operating Principles are non-negotiable behavioural standards, written down and used in reviews. The ones this seat lives and enforces:

Build the business like we build product. The funnel is measured and revi