<div class="content-intro"><p><strong>About Pallet </strong></p> <p class="isSelectedEnd">Pallet is building AI Agents to transform the physical economy — a $12 trillion global industry. We’ve raised $50M from top investors, including General Catalyst, Bessemer Venture Partners, and Bain Capital Ventures. In under two years, we’ve achieved 700% revenue growth and are just getting started.</p> <p class="isSelectedEnd">Our mission is to increase the efficiency of the global supply chain by automating the manual workflows that slow supply chain teams down — from scheduling and appointment setting to data entry and load management. Our flagship platform provides end-to-end visibility, control, and optimization, while our newest product, CoPallet, introduces AI Agents that can understand and execute requests in real time and integrate directly with customer systems.</p> <p class="isSelectedEnd">As companies across the physical economy look to generative AI to drive efficiency, many are turning to Pallet to lead the way. With deep supply chain expertise and cutting-edge AI capabilities, we’re positioned to build the next $10B company powering the physical economy.</p> <p>Join us and work alongside leaders from Google, DoorDash, YC, and more to shape the future of supply chain technology.</p></div><p id="the-role-in-one-paragraph" data-lfile-container="1534c12d-da62-469b-8155-fdc3a867fb7a" data-pm-slice="1 1 []"><strong>The role in one paragraph</strong></p> <p>You sit in the Strategy and Ops team and own the growth problems that decide whether Pallet becomes a generational company or a good one. You report to Ryan Gu, our Chief of Staff, and work closely with Sushanth Raman, our CEO. In practice, you're close to the decisions that set direction — how we price, which channels we bet on, how we prove value to enterprise buyers — and you're also the person who builds the model and runs the play. This is not a chief-of-staff role that manages calendars and decks. You carry outcomes.</p> <p><strong>Why this role exists.</strong> Sushanth has been doing most of this himself. Channel partnerships, value-based pricing, investor and advisor networks, executive relationships — these have been the CEO's own projects, run out of his calendar. That no longer scales. You're not hired into a function someone else defined; you're taking handoff of the CEO's highest-leverage work, alongside Ryan and the rest of the Strategy and Ops team.</p> <p id="reporting-exposure"><strong>Reporting & exposure</strong></p> <table style="width: 72.7674%; height: 305.113px;"> <tbody> <tr style="height: 47.5852px;"> <td style="height: 47.5852px;"> <p>Works closely with</p> </td> <td style="height: 47.5852px;"> <p>Sushanth Raman (CEO), Abbey Garwin (VP of Global Sales), Jeff Zhao (Head of Product), Austin Zheng (Head of Finance), Nilkanth Patel (CTO)</p> </td> </tr> <tr style="height: 67.1875px;"> <td style="height: 67.1875px;"> <p>Investor exposure</p> </td> <td style="height: 67.1875px;"> <p>Our investor network is part of the growth surface. You'll meet people at General Catalyst, Bessemer, and Bain Capital Ventures through partnership work and events.</p> </td> </tr> <tr style="height: 47.5852px;"> <td style="height: 47.5852px;"> <p>Location</p> </td> <td style="height: 47.5852px;"> <p>San Francisco (FiDi) onsite Mon–Fri</p> </td> </tr> <tr style="height: 47.5852px;"> <td style="height: 47.5852px;"> <p>Level</p> </td> <td style="height: 47.5852px;"> <p>Founding member of the Strategy and Ops team</p> </td> </tr> </tbody> </table> <p id="what-the-work-actually-looks-like"><strong>What the work actually looks like</strong></p> <p>Here's the real mix from someone about a month into this seat. Treat it as a picture of the territory, not a job spec — the split will shift with your strengths and what the company needs that quarter.</p> <p><strong>Business value and pricing</strong></p> <ul> <li> <p><strong>Pricing.</strong> We're moving from cost-based to value-based pricing. This is live, unresolved, and consequential.</p> </li> <li> <p><strong>Business case development.</strong> The ROI models and value narratives enterprise buyers need to get budget approved — built once as a repeatable framework, not rebuilt deal by deal.</p> </li> <li> <p><strong>Sales enablement.</strong> Talk tracks, ROI tools, and objection handling, built with AEs rather than handed to them.</p> </li> <li> <p><strong>Proving value at POC.</strong> Defining how we measure success in pilots so they convert, and feeding what we learn back into pricing and the product.</p> </li> </ul> <p><strong>Executive support, strategy, and internal leverage</strong></p> <ul> <li> <p><strong>Preparing the CEO: B</strong>oard-level introductions at global enterprises, investor meetings, strategic partner conversations.</p> </li> <li> <p><strong>Investor and professional-services events.</strong> Preparing them and attending alongside leadership.</p> </li> <li> <p><strong>Product and commercial strategy.</strong> Customer discovery that feeds directly into what we build and how we sell it.</p> </li> <li> <p><strong>GTM engineering and internal tooling.</strong> Building the