Profectus wins almost all its revenue through relationships, referrals and partnerships, in a slow vertical where a good opportunity can sit for twelve months before it becomes a deal. The Head of Growth is the person who makes Profectus' presence in that market deliberate and compounding rather than reactive. You own the new-business motion end to end: opening and deepening partner relationships, initiating the target conversations, building the incumbent map, and turning the trust Delivery earns into the next engagement. You are not a closer parachuted in to chase tenders. You are a senior, network-driven operator with existing Canberra Defence and Federal relationships who knows that this market moves on trust, patience and reputation, and is built to play that long game with discipline. What you own New logo acquisition, direct and partner-led. You run the BD Pipeline (demand generation) from first target through to the point a real requirement lands and the deal hands cleanly to Ops.Partnership development and management. Partnership is treated as equal in weight to direct client pursuit, because the data says it produces more revenue more reliably. You run the monthly capability reminder cycle across the full partner base, and you carry the active conversations with our major service provider, prime, and advisory targets.Incumbent capability augmentation. You build and work the incumbent map: identify who holds the work in each agency, find the people with influence, cross-reference our warm network, and open the low-ego conversation that positions Profectus inside their delivery rather than trying to displace them.Expansion on accounts you win. When you win on a previously untouched account, it becomes yours, and you hold the expansion relationship under the never-sell posture the model demands.Market intelligence and partner-activity sharing. You stay across both pipelines, read AusTender, DMP2, ICTPA and the rest, and bring proactive signal back into the business rather than holding it in your head.Bid/no-bid input. You surface opportunities and prepare a brief, honest assessment for each one worth considering. The CEO makes the pursuit call; you give them what they need to make it well. How the role actually worksYou operate against an agreed target list of accounts and partners, built and signed off with the CEO so your effort tracks company strategy rather than scattering. The list is the plan. It is not a cage. Warm or hot opportunities that fall outside the list are always worth chasing, and you are expected to, but the target list is what keeps the week deliberate and aligned to where Profectus has decided to play. The two-pipeline architecture is the spine. You run the BD Pipeline; you hand deals to the Ops Pipeline through a disciplined handover with the required context populated, so Ops is never surprised by a request landing. You log everything in HubSpot at the point of action, because an unlogged conversation is a lost asset and attribution that is reconstructed later does not count.The week is bookended with the CEO. A start-of-week meeting sets pipeline targets, priorities and the plan for the days ahead. An end-of-week wrap-up reflects on how the week actually went, what moved, what did not, and what it means for the week coming. The rhythm keeps you and the CEO aligned and keeps the pipeline honest. Profectus' offering is cleared, capable ICT personnel mobilised fast, delivered with governance and continuity, and backed by sovereign credentials and platform-specific outcomes capability. You represent that offering consistently and honestly: you claim what we can evidence, lead with depth rather than breadth, and use Profectus' methodologies and credentials as the proof behind the pitch rather than overstating to win a single conversation. You work the partner relationships up and down the market: reaching down to smaller operators for access and complementary skills, reaching up to primes and the major firms who carry bench risk and need cleared capability fast. LinkedIn Sales Navigator and AwardedTenders are your tools for partner and incumbent mapping; LinkedIn Recruiter is not your channel, that is candidate-side. What we are looking forA genuine network in Canberra Defence and Federal Government ICT, with relationships you can pick up the phone to, not a LinkedIn list.Real sector experience in labour hire, consulting, or capability delivery into Defence and Federal agencies, and a working understanding of how panels, primes, pass-through arrangements and sub-prime delivery actually function.The temperament for a slow vertical. Comfortable building relationships over months, opening with the shared problem rather than the pitch, making the first deal asymmetric in the partner's favour, and reading when a relationship is ready rather than forcing it.Discipline with data and process. You will live in HubSpot, respect the pipeline architecture, and capture as you go.Honesty as an operating habit. You will say what Profectus can evidence and no more, surface a partner when we are not the right fit, and walk away from arrangements that make Profectus a cleared shell or that claim our roles after we win them.Someone who fits the Manifesto: an engineer, not a gambler. You measure whether your inputs are driving opportunities, you treat every loss as data, and you build systems and relationships that compound rather than chasing noise. How the role is measuredBoth views matter and neither replaces the other. Activity, pipeline value and pipeline movement are tracked at full intensity, because they are how we validate that the inputs are working. If activity is high and pipeline is not moving, something is off; if activity is low, the leading indicator is broken. What gets financially rewarded is different: wins, expansion on the accounts you win, and material, contemporaneously logged influence on opportunities others closed. The question is never just "did we win," it is also "are we doing the things that drive opportunities into the pipeline." There are two hard expectations on the clock. Within the first six months, we need to see real opportunities flowing into the pipeline. Within the first twelve months, the floor is at least four small wins (four people placed, whether as separate deals or a single deal) as a minimum rather than a target. Other duties as requiredThis is built to be a standalone function, and the aim is for it to stay that way. The CEO and the business need Growth to stand on its own and thrive, not to lean on the rest of the team to do its job. That is the design and the expectation. That said, Profectus is a small business, and from time to time the role will stretch beyond its core scope. The most common example is surging into quote and tender responses where the work needs hands, usually on the very opportunities you pipelined yourself. It should not become the norm, and the way the role is designed is meant to prevent it, but a willingness to roll your sleeves up on the occasional task outside the strict remit is part of working somewhere this size, and is something to know going in. What this role is notIt is not a volume RFQ-chasing seat, and it is not a hard-sell role. Profectus does not push, does not use delivery touchpoints to surface sales, and does not engage as a last-minute safety net to fill someone else's roles. Expansion is earned through how we show up, not extracted. If that posture feels like a constraint rather than the point, this is not the right seat.
