The posting, in Gushwork's own words
archived Sep 28, 2026Gushwork is reinventing how businesses get discovered online. We're an agentic AI startup that helps B2B companies show up in AI answer engines like ChatGPT, Gemini, and Perplexity—by building a content engine on websites designed to attract AI visitors alongside human visitors. We're a US and Bengaluru-based company that's raised over $11M from top-tier global VCs including SIG, Lightspeed, B Capital & Beenext. While search behavior is rapidly shifting toward AI, most B2B companies are being left behind. We're changing that. We're at an exciting inflection point—moving fast, solving hard problems, and building technology that's becoming critical infrastructure as AI reshapes how buyers find solutions. If you want to work on challenging problems with a talented team in a high-growth environment, we'd love to meet you. More about the role below - if you feel it’s a fit, we are excited to meet you!
About Role
Partner closely with the Cofounders to drive company priorities, operating cadence, and execution across functions. Own 2–3 high-impact cross-functional projects end-to-end, turning ambiguous problems into measurable outcomes. Build and strengthen core company systems across goals, hiring, performance, metrics, and operational processes. Act as a force multiplier for leadership—bringing structure to execution, challenging decisions with data, and ensuring priorities move to completion.
Read the full posting ↓
What You Will Do
Run the company's operating cadence: the weekly meetings with team leaders across functions, monthly business reviews and quarterly planning. You decide what each one covers, you prepare it, and you make sure decisions taken in it actually happen. Own two to three cross-functional projects at a time and take them to a finished result. These will be the projects that sit between functions and would otherwise stall. Act for the Cofounders with leaders across the company. You will carry his priorities into their teams, bring their problems back to him with a recommendation, and decide what he does not need to see. Manage a small team directly, starting with the people who run company operations, and grow it as the work grows. Build the systems the company does not have yet: how we set goals, how we hire, how we review performance, how we find a struggling manager before their team leaves. Take the unglamorous work yourself when nobody else should: the board deck nobody owns, the metrics email that stopped going out, the vendor contract about to auto-renew. Tell the CEO when he is wrong, with the facts and an alternative, and then execute his call if he still disagrees.