Executive Growth Leader

PVM, Inc.•Tampa, FL

5d•Onsite

About The Position

Pat V. Mack, Inc. (PVM) is a Service-Disabled Veteran-Owned Small Business (SDVOSB) and 8(a)-certified firm. We are one of only four members of Palantir’s U.S. Government Partnership Vanguard—and the only small business in that group. We deliver forward-deployed Palantir implementation services to U.S. Government agencies, and we do it with a straightforward mission: We Serve Those Who Serve. We’re at an inflection point. We’ve proven the model. Now we’re scaling it. Our path to $40M revenue across seven geographic hubs by 2036 requires a growth engine that runs with discipline and momentum—from early opportunity shaping through close. That’s what this seat is for. The Executive Growth Leader owns PVM’s growth outcomes—pipeline health, bookings targets, partner positioning, and market expansion. This is the senior seat responsible for ensuring PVM’s growth engine runs with discipline and momentum, from early opportunity shaping through close. You are PVM’s external face in the Palantir ecosystem—at the table with partner leadership teams, Palantir field teams, and prospective primes. You don’t generate every opportunity yourself. PVM’s pipeline is fed from multiple channels: the CEO through relationship-driven deal flow, Hub-Located sellers through direct pursuit, Delivery through expansion and renewal opportunities surfaced from active engagements, inbound leads, and partners bringing opportunities to us. Your job is to make sure all of those channels are producing, that nothing stalls between intake and close, and that the company is collectively hitting its growth number. Internally, you run a tight ship—HubSpot is clean, deals are staged accurately, and the leadership team always has a clear picture of what’s real. When an opportunity surfaces from any source, it’s triaged, qualified, and advancing without anyone chasing it down. This seat has three direct reports (Marketing, Hub Salesperson, Growth Enablement) and reports to the Integrator (COO). You work closely with the Visionary on deal shaping and ecosystem strategy. You own the growth number—not by carrying every deal, but by ensuring the people, partners, and systems around you deliver it.

Requirements

5+ years in business development, growth, or capture management in the U.S. Government contracting market
Direct experience with Palantir’s Government ecosystem (partner, customer, or field team)
Proven track record managing and moving a CRM pipeline (HubSpot preferred)—not just activity, but results
Experience managing direct reports with full accountability (not dotted-line or advisory)
Comfort operating in a small business or high-growth firm where you build as you go
AI & Automation Fluency — Non-Negotiable
PVM’s leadership operates at an exceptionally high pace by leveraging AI and automation tools as force multipliers. This role requires someone who can match that tempo.
Hands-on training and mentorship on PVM’s specific tool stack will be provided. What cannot be taught is mindset. We are looking for genuine curiosity, a willingness to learn, and the drive to integrate AI-driven workflows into daily work—pipeline management, proposal support, market research, communications. A resistance to new technology is a non-starter. We’re looking for someone who sees AI as an opportunity, not an obstacle.

Nice To Haves

Experience supporting a Visionary/founder-led firm where relationships are the primary deal source
Knowledge of Palantir Vanguard Partner dynamics and prime contractor relationships
Hub or regional market expansion experience—standing up a local presence, not just traveling to it
Familiarity with EOS (Entrepreneurial Operating System) or similar operating frameworks

Responsibilities

Own the Growth Number
Own the annual growth target and the plan to hit it—across all pipeline sources, not just one channel
Weekly pipeline review discipline: every active deal has a current stage, a clear next action, and an honest value estimate
Opportunity triage completed within 48 hours regardless of source—CEO surface, inbound, partner referral, or Delivery expansion
Pipeline health issues brought to the leadership team before they become capacity surprises
HubSpot Ownership & Pipeline Integrity
The pipeline is never a black box heading into a weekly meeting—it’s a reliable view of what’s real. You own HubSpot hygiene across both the Visionary Pipeline and Sales Pipeline.
All active deals staged correctly and updated weekly
Distinguish strategic deals (Visionary Pipeline) from transactional deals (Sales Pipeline) and manage each appropriately
Protect the bright line: opportunities requiring more than 30 minutes of team time go through the Integrator
Palantir & Partner Ecosystem Relationships
Actively tend the relationships that generate PVM’s best opportunities—Palantir’s field team, Deloitte counterparts, and other primes. Not just responding to inbound, but keeping PVM visible and well-positioned in the ecosystem.
Maintain a regular cadence of ecosystem touchpoints (tracked as a Scorecard measurable)
Monitor for Deloitte drift before it becomes a delivery or brand problem
Protect PVM’s Vanguard Partner positioning with Palantir field contacts
Hub Expansion Strategy
Translate Pat’s hub vision into concrete, quarter-by-quarter market exploration across PVM Hub candidates. Own the question: what does it actually take to establish a foothold?
Maintain a living status document for each target hub market
Identify and pursue contract footholds that create geographic presence
Coordinate with Workforce Development on staffing prerequisites before hub activation
Opportunity Intake & Triage
Serve as the first filter for every new opportunity—regardless of source—before it consumes team time. Apply PVM’s 7-criteria triage framework and bring a clear recommendation to the Integrator.
Core Focus, Capacity, Competency, Revenue, Hub Alignment, Partnership Value, Timing
Protect the bright line: opportunities requiring more than 30 minutes of team time go through the Integrator
Distinguish strategic deals (Visionary Pipeline) from transactional deals (Sales Pipeline)
Growth Reporting & Accountability
Own the Scorecard numbers tied to business development. If the numbers are off, bring the IDS issue—not just the update.
Weekly updates on all 5 growth measurables
Quarterly review of pipeline health, win rate, and ecosystem relationship depth
Flag capacity and constraint issues before they become delivery problems