General Manager, Live Selling

Ghost•Los Angeles, CA

13h•$80,000 - $150,000•Onsite

About The Position

Ghost is building its live selling business unit from the ground up, and we're looking for a General Manager to own it end to end - shows, sellers, inventory, and pricing. You'll run resourcing, scheduling, inventory flow, and cross-team execution as one connected system, treating every inefficiency as something to solve permanently rather than patch.

Requirements

Bachelor's degree in business, economics, operations, or a related field; MBA a plus
5+ years in operations, general management, or a similar cross-functional leadership role, with meaningful experience in e-commerce, marketplaces, retail, or live commerce/streaming
Direct people management experience
P&L ownership experience, with fluency in metrics like GMV, retention, and inventory sell-through, and the judgment to prioritize against them
A track record of running a multi-channel, multi-vertical, operationally complex business, comfortable owning resourcing, scheduling, inventory, fulfillment, and pricing as one connected system rather than separate levers
Avid user of AI and passionate about incorporating AI into daily workflows (Claude, ChatGPT, etc.)
Passionate about building systems that make the whole team more effective, not just solving the problem in front of you
Comfortable operating with ambiguity and shifting priorities in a fast-moving startup environment
Strong written and verbal communication, with the ability to influence without direct authority

Responsibilities

Set the strategy by mapping the competitive landscape, analyzing performance by show, seller, and category across all channels, and talking directly to sellers and buyers to pressure-test assumptions and surface unmet needs.
Build the roadmap, with clear priorities, sequencing, and owners against the business unit's biggest opportunities and headwinds.
Align the strategy with Sales, Product, and Operations and secure buy-in before executing.
Keep every channel live by building a bench of streamers and hosts, monitoring calendar health (fill rate, no-shows, gaps), and adjusting staffing in real time so no channel sits idle.
Track seller and host performance on air and rotate the lineup across channels to maximize revenue per show.
Set and enforce standards for audio/video reliability and on-air execution, backed by pre- and post-show QA.
Coach the talent by reviewing show recordings and giving hosts structured, specific feedback to raise conversion over time.
Resolve what breaks by escalating recurring technical or execution issues to Product and Engineering.
Partner with Sales to plan and allocate inventory across every channel and vertical, avoiding both overstock and mid-show sellouts.
Build real-time visibility with Product into what's moving or stalling across verticals, flagging over/understock risk before it becomes a problem.
Own fulfillment by partnering with Operations and warehouse partners to hit shipping and delivery SLAs, resolving returns before they become seller or buyer issues.
Set the pricing model, including strategy and guardrails (flash pricing, bundles, seller discounts), and test what drives conversion without eroding margin or seller trust.
Build a repricing process that adjusts prices live during a show, rather than after it ends.
Drive demand by owning the show promotional calendar, campaigns, and notifications across every channel.
Grow the buyer base by driving acquisition and retention and investing in community-building around shows.
Match supply to demand by tracking viewership and audience trends and aligning seller/inventory mix accordingly.
Find the next unlock by testing new channels, formats, and tactics (co-hosted shows, thematic events, flash sales), and scale what works.
Own the P&L by tracking production, staffing, and promotional spend against revenue per show, and reallocate investment toward the highest-ROI shows and sellers.
Remove friction by partnering with Product and Engineering to eliminate manual or error-prone parts of running a show, and pilot new tools and workflows.
Own the KPI dashboard: GMV, show throughput, inventory sell-through, fulfillment SLAs, and seller/buyer retention
Use the data to course-correct fast: decide where the team spends its time and flag risks early enough to act on them.