Founder's Office Associate - Strategic Partnerships and Sales

Why this role exists

C-DISC is still at a stage where founder context moves quickly across growth, strategic partnerships, investor conversations, sales, market development and execution. The company needs a high ownership operator who can absorb that context, challenge it when useful, turn ambiguity into structured action, and keep important opportunities moving without becoming dependent on constant founder follow-up. This is not an administrative role. It is a company-building role close to the founders.

Load-bearing contribution

You multiply founder leverage. A missed follow-up can cost weeks, but so can a rigid process that misses a non-obvious opportunity. Your contribution is to convert founder context, market signals

and cross-functional conversations into decisions, experiments, partnerships, playbooks and repeatable execution that make the company stronger beyond a single deal.

What you will own

• Research target accounts, decision makers, market segments, competitors, partnership routes and adjacent opportunities before major conversations.

• Maintain the strategic partnerships and sales tracker with clear owners, stages, next actions, dates, risks and decision points.

• Draft first-pass outreach messages, follow-up emails, proposal notes, one-page briefs, partnership decks, meeting briefs and internal summaries.

• Work seamlessly across Founders, Sales, Marketing, Design, R&D, Site and Operations. When a high-value problem sits between functions, help solve it rather than simply hand it off.

• Qualify smaller partnership and sales opportunities, identify the real decision maker and surface where the opportunity could become larger, repeatable or strategically useful.

• Attend selected meetings, capture decisions, convert them into action items, and follow through until closure without waiting to be reminded.

• Create and continuously improve practical playbooks for account research, meeting preparation, follow-up, partnership qualification, proposal coordination and other recurring founder-office work.

• Look beyond the obvious route. Explore new partnership models, ecosystem collaborations, channel structures, customer segments and strategic introductions that could accelerate C-DISC.

• Convert recurring founder decisions and patterns into systems, templates, trackers and documented operating rhythms so the company becomes less dependent on memory.

• Protect external accuracy by ensuring partner-facing and client-facing material uses current, approved facts and realistic commitments.

What we need

• Excellent written communication. You should be able to turn scattered founder context into a clear brief, email, decision note, proposal outline or tracker.

• Strong research ability and comfort with LinkedIn, company websites, market mapping, spreadsheets, CRM tools and structured information gathering.

• High adaptability. Priorities may move quickly, but your work should remain organised, traceable and outcome-oriented.

• First-principles thinking. You should question the default route, look for better ways to reach an outcome and be comfortable testing an unconventional approach.

• Strong ownership and judgment: knowing when to execute independently, when to challenge an assumption, when to involve another function and when to escalate.

• Comfort speaking with senior customers, partners, investors and internal leaders while remaining precise about what is known, assumed and still open.

• A long-term orientation. You should be able to see how today's follow-up, partnership or playbook can strengthen the company C-DISC is trying to become over the next several years.

• A genuine interest in construction technology, sustainability, deep tech, startups, infrastructure or category creation.

Good to have

• Prior experience in a founder's office, startup, consulting, business development, partnerships, sales, strategy or project coordination.

• Civil engineering, architecture, MBA, commerce, economics, strategy or operations background.

• Experience creating presentations, research memos, CRM reports, proposals, investor material or partner-facing documentation.

• Bengaluru ecosystem familiarity across construction, real estate, prefab, climate tech, startups, investors or corporate innovation.

• Evidence that you have gone beyond a formal job description to solve a meaningful business problem or build a repeatable system.

What success looks like in the first 90 days

• A clean strategic partnerships and sales tracker is live, current and trusted by founders.

• Priority target accounts are mapped with decision makers, entry routes, relevance, status, next action and strategic value.

• Founder meetings are better prepared, better documented and followed up faster.

• At least one live opportunity is advanced meaningfully through research, coordination, follow-up, proposal support or a non-obvious route into the account.

• At least two recurring Founder’s Office workflows are converted into documented playbooks or templates another person can use.

• At least one cross-functional growth bottleneck is identified and helped toward resolution rather than simply escalated.

• Founders spend less time remembering, chasing and reconstructing context, and more time making decisions.

Non-negotiables in this role

• No loose verbal commitment converted into external communication without the appropriate owner or founder approval.

• No unverified technical, sustainability, cost, load or timeline claim in any brief, deck, email or message.

• No stale tracker. If the status is unknown, record that clearly and define the next action.

• No founder dependency for routine follow-up once ownership has been assigned.

• No hiding behind role boundaries when a high-value company problem clearly needs ownership.

• No useful experiment or repeatable process left undocumented. If it works, turn it into a playbook.

• No attachment to an approach after customer, field or execution evidence shows it is wrong.

Culture signals we will look for

• You naturally ask, 'What else could work?' when the obvious route is blocked.

• You can move across Sales, Partnerships, Marketing, Operations or research without creating ownership confusion.

• You turn ambiguity into a test, a decision, a tracker, a playbook or a next action.

• You write things down before they disappear into memory.

• You are comfortable working close to founders without waiting for founders to chase you.

• You think in months and years as well as days: the best immediate action should also strengthen the company’s future capability.

• You can disagree constructively, then execute decisively once a direction is set.

Growth path

Founder’s Office Associate to Strategic Partnerships Lead, Business Development Lead, Chief of Staff, Growth Operations or another high-ownership operating track depending on performance, company stage and demonstrated strengths. The role is deliberately broad enough for the strongest people to discover where they can create disproportionate value.