Transformation Partner
for sections like About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. Only include sections if posting has real specific content. Need to preserve all substantive info, remove boilerplate, etc.
We need to parse the job posting.
Key sections:
- "You Should Not Apply for This Job If:" list of bullet points (these are like disqualifiers). Could be part of "Requirements" or "What Makes Someone Great Here". Might be considered "Requirements" or "Qualifications". We'll treat as "Requirements" maybe.
- "The Role:" description: responsibilities.
- "What You Will Own:" bullet list of responsibilities.
- "What Makes Someone Great Here:" bullet list of qualifications/skills.
- "This Is Probably Not for You If:" more disqualifiers.
- "What’s In It For You:" benefits.
- "How we Work:" details about schedule, employment type, etc. Could be schedule and maybe pay.
- "Compensation:" pay info.
- "How to Apply:" application instructions (should be removed per instruction: remove application instructions). So we drop that.
We need to output sections: maybe About the role (The Role), Responsibilities (What You Will Own), Requirements/Qualifications (What Makes Someone Great Here + You Should Not Apply...), Benefits (What’s In It For You), Pay (Compensation), Schedule (How we Work includes full-time, 1099, remote, daily huddle, quarterly planning). Also maybe "About the role" could be the initial description.
We must not repeat job title as heading. No Job ID.
We must not include placeholder text like "commensurate with experience". Not present.
We must not create sections if no real content.
Let's extract content.
First, initial paragraph: "Transformation Partner You Should Not Apply for This Job If: ..." Actually the title maybe "Transformation Partner". Then a list of disqualifiers.
We'll treat that as part of "Requirements" maybe.
Better to have sections:
- About the role (maybe short intro: "To a client, you ARE IGTMS...").
But the posting already has "The Role:" heading. We'll use that as About the role.
- Responsibilities: "What You Will Own:" bullet list.
- Requirements/Qualifications: "What Makes Someone Great Here:" bullet list plus maybe "You Should Not Apply..." and "This Is Probably Not for You If:" as disqualifiers (could be part of Requirements). We'll combine.
- Benefits: "What’s In It For You:" bullet list.
- Pay: "Compensation:" paragraph.
- Schedule: "How we Work:" paragraph (full-time, 1099, remote, daily huddle at 9:30 AM Eastern, quarterly planning in person). Also mention "Your own book." etc.
We need to use - for any list of duties/requirements/benefits. Use
for prose.
We must not include application instructions.
Let's craft.
First, About the role: combine the description after "The Role:" up to before "What You Will Own:".
The Role:To a client, you ARE IGTMS. You run their engagement from onboarding through graduation, and you work directly with our founder, Mark Gordon, who has sold every engagement this company has won and built the method you will run. He will teach you the diagnosis: how to find the actual constraint in a revenue engine, how to reframe what a leader has normalized, and when to push back on a client who is asking for the wrong thing. You are not starting from zero. The method exists: four months, four pillars, one sacred weekly working session per client, locked on the calendar at kickoff and never moved. The document systems exist, so an ICP or a playbook starts from a format that already works, not a blank page. Client sites, calculators, and internal tooling are already built and maintained, so you are not writing code. Every call is recorded and searchable, and the engagement boards are already built. But make no mistake. You write the documents. Nobody drafts them for you and nobody rescues a week you let drift. Every client on your roster means a weekly call, a set of commitments, and a leader who notices the week nothing arrives. There is nowhere to hide in a weekly client call.
We'll put that in
.
Responsibilities: "What You Will Own:" bullet list.
List items:
- Run 120-day Core Four engagements from kickoff to graduation. Set the plan, hold the sequence, and know at any moment which pillar is the real constraint for each client on your roster. When a client asks for the thing that will not help them, say so, and give them the thing that will.
- The room. Run the weekly working session. Come with an agenda, leave with decisions, and put an owner and a date on every one. Every week, a client should hear something that makes them say “I already knew that, but I never put it in those words.” That moment is what changes how a founder runs the company, and it is what earns the 9 or the 10.
- The work itself. Write the ICP, the positioning, the sales playbook, the objection set, the call scripts, the screening reports, the pricing models, the reporting. Use the systems already built, then make the document right for that specific client. Have a point of view before you produce anything: one problem, two actions, and why. A client should be able to act on what you send without a call to decode it.
- The follow-through. Every commitment has an owner and a date, and you verify it went out instead of asking whether it did. Renegotiate early when something will slip. What does not get forgiven is knowing something will slip and sitting on it.
- The handoff. Websites, tooling, and some production work go to teammates and partner agencies. You scope it, hand it off clean, and stay accountable for what the client was promised. The people who build what you sold are partners, not support staff, and clients can tell the difference.
- The hard thing, said out loud. Assertive without being defensive, from a place of compassion. Clients want to be told what to do by someone who has done this work. Be that person.
- The bar. You are the second person in this seat, which means the parts of it that only live in one person’s head become documented, because you needed them written down. You are not filling this seat. You are helping define what the third and fourth look like.
We'll put each as
- .
Requirements/Qualifications: combine "What Makes Someone Great Here:" bullet list plus disqualifier lists.
What Makes Someone Great Here:
- You have owned client relationships where you were the primary contact and the results were yours to answer for, and you can name the engagements and what changed.
- You have personally written the strategy and enablement work: ICPs, messaging, playbooks, scripts, reporting. You are handing us documents you wrote, not work you supervised.
- You have worked with owners and company leaders who sign the check themselves and hold you to what you said on the call.
- You use AI tooling seriously and every day, not as a novelty. Our output volume depends on it, and you will be handed a set of codified systems on day one and expected to use and improve them.
- You facilitate well. You can hold a room with a leader who is defensive, disagree with them, and still have them ready for next week.
- You are organized in a way other people can see. Commitments live somewhere real, not in your memory.
- You write clearly, in plain words, verb-forward. Clients read what you produce and act on it, or it did not work.
Disqualifiers: "You Should Not Apply for This Job If:" list:
- You want a strategy seat where you advise, hand the work to a production team, and show up for the readout. You will write the documents yourself.
- You have never carried a client relationship where the results were yours to answer for. Advising the person who carried it does not count.
- You need one client at a time to feel focused. This seat carries a full roster and it is growing.
- You need a finished, fixed role description. This seat is being shaped right now, and you will help shape it.
- You go quiet when the week gets heavy. Silence, not difficulty, is what puts an engagement at risk here.
- You need twenty pages to make a point. If you cannot say it in two sentences, you do not know it yet.
- You let AI do your thinking for you. We are an AI-forward company. AI sharpens a point of view. It does not supply one.
- You need the client to like you more than you need them to move
(Probably cut off but keep as is.)
"This Is Probably Not for You If:" list:
- You need a production team behind you before you can deliver. Here you are the one producing.
- You want to stay at the strategy layer and let someone else own what gets built.
- You treat AI tools as optional. Without them you cannot carry a real roster, and we will not slow the roster to match.
- You confuse activity with client progress. Documents shipped are not the same as a revenue engine that moved. We would rather you self-select out now than discover it in month two. No hard feelings.
We'll combine all these as requirements/qualifications (maybe as "Requirements").
We'll output as
- each.
Benefits: "What’s In It For You:" list:
- You run real engagements for real companies from week one, with a founder-built method behind you instead of a blank page.
- You work directly with Mark Gordon and learn the diagnosis, the reframes, and the objection handling that took him a career to build.
- You inherit a working system: document standards, engagement boards, a recorded call library, and codified tools that turn a two-day deliverable into an afternoon.
- You see your work land fast. These are small and midsize companies, so what you write on Tuesday is being used on the sales floor by the following week.
- Real room to grow. This is the second seat in a group we intend to build, and the people who define it are the candidates to lead it.
We'll put as
- .
Pay: "Compensation:" paragraph:
"Performance weighted. We do not publish a fixed number because we do not hire fixed people. For the right person, we will put together a package that reflects the experience and impact you bring. Expect a strong base plus a bonus tied to the scoreboard that matters here: whether your clients score the engagement a 9 or a 10."
We'll put as
.
Schedule: "How we Work:" paragraph:
"Full-time, 1099, remote in the United States. This is your only book. Eight founders do not leave room for a side practice.• Your own book. You train alongside our current transformation lead, then you captain your own clients. You are not an assistant on someone else’s accounts.• Daily huddle at 9:30 AM Eastern. The whole company, every morning. We get together in person for quarterly planning.• Small team, high leverage. Few people, real standards, powered by AI and systems. Every seat carries weight. Yours carries eight companies."
We need to clean up the bullet points with dots. The original had bullet points using • but also some weird formatting. We'll convert to prose or list? It's a list of items. Could be a list. We'll treat as list.
But the instruction: Use
- for any list of duties/requirements/benefits. For schedule, it's also a list. We'll make a list.
Let's extract items:
- Full-time, 1099, remote in the United States.
- This is your only book. Eight founders do not leave room for a side practice.
- Your own book. You train alongside our current transformation lead, then you captain your own clients. You are not an assistant on someone else’s accounts.
- Daily huddle at 9:30 AM Eastern. The whole company
for prose. We must not include application instructions. Let's craft. First, About the role: combine the description after "The Role:" up to before "What You Will Own:". The Role:To a client, you ARE IGTMS. You run their engagement from onboarding through graduation, and you work directly with our founder, Mark Gordon, who has sold every engagement this company has won and built the method you will run. He will teach you the diagnosis: how to find the actual constraint in a revenue engine, how to reframe what a leader has normalized, and when to push back on a client who is asking for the wrong thing. You are not starting from zero. The method exists: four months, four pillars, one sacred weekly working session per client, locked on the calendar at kickoff and never moved. The document systems exist, so an ICP or a playbook starts from a format that already works, not a blank page. Client sites, calculators, and internal tooling are already built and maintained, so you are not writing code. Every call is recorded and searchable, and the engagement boards are already built. But make no mistake. You write the documents. Nobody drafts them for you and nobody rescues a week you let drift. Every client on your roster means a weekly call, a set of commitments, and a leader who notices the week nothing arrives. There is nowhere to hide in a weekly client call. We'll put that in
. Responsibilities: "What You Will Own:" bullet list. List items: - Run 120-day Core Four engagements from kickoff to graduation. Set the plan, hold the sequence, and know at any moment which pillar is the real constraint for each client on your roster. When a client asks for the thing that will not help them, say so, and give them the thing that will. - The room. Run the weekly working session. Come with an agenda, leave with decisions, and put an owner and a date on every one. Every week, a client should hear something that makes them say “I already knew that, but I never put it in those words.” That moment is what changes how a founder runs the company, and it is what earns the 9 or the 10. - The work itself. Write the ICP, the positioning, the sales playbook, the objection set, the call scripts, the screening reports, the pricing models, the reporting. Use the systems already built, then make the document right for that specific client. Have a point of view before you produce anything: one problem, two actions, and why. A client should be able to act on what you send without a call to decode it. - The follow-through. Every commitment has an owner and a date, and you verify it went out instead of asking whether it did. Renegotiate early when something will slip. What does not get forgiven is knowing something will slip and sitting on it. - The handoff. Websites, tooling, and some production work go to teammates and partner agencies. You scope it, hand it off clean, and stay accountable for what the client was promised. The people who build what you sold are partners, not support staff, and clients can tell the difference. - The hard thing, said out loud. Assertive without being defensive, from a place of compassion. Clients want to be told what to do by someone who has done this work. Be that person. - The bar. You are the second person in this seat, which means the parts of it that only live in one person’s head become documented, because you needed them written down. You are not filling this seat. You are helping define what the third and fourth look like. We'll put each as
- each.
Benefits: "What’s In It For You:" list:
- You run real engagements for real companies from week one, with a founder-built method behind you instead of a blank page.
- You work directly with Mark Gordon and learn the diagnosis, the reframes, and the objection handling that took him a career to build.
- You inherit a working system: document standards, engagement boards, a recorded call library, and codified tools that turn a two-day deliverable into an afternoon.
- You see your work land fast. These are small and midsize companies, so what you write on Tuesday is being used on the sales floor by the following week.
- Real room to grow. This is the second seat in a group we intend to build, and the people who define it are the candidates to lead it.
We'll put as
- .
Pay: "Compensation:" paragraph:
"Performance weighted. We do not publish a fixed number because we do not hire fixed people. For the right person, we will put together a package that reflects the experience and impact you bring. Expect a strong base plus a bonus tied to the scoreboard that matters here: whether your clients score the engagement a 9 or a 10."
We'll put as
. Schedule: "How we Work:" paragraph: "Full-time, 1099, remote in the United States. This is your only book. Eight founders do not leave room for a side practice.• Your own book. You train alongside our current transformation lead, then you captain your own clients. You are not an assistant on someone else’s accounts.• Daily huddle at 9:30 AM Eastern. The whole company, every morning. We get together in person for quarterly planning.• Small team, high leverage. Few people, real standards, powered by AI and systems. Every seat carries weight. Yours carries eight companies." We need to clean up the bullet points with dots. The original had bullet points using • but also some weird formatting. We'll convert to prose or list? It's a list of items. Could be a list. We'll treat as list. But the instruction: Use
- for any list of duties/requirements/benefits. For schedule, it's also a list. We'll make a list. Let's extract items: - Full-time, 1099, remote in the United States. - This is your only book. Eight founders do not leave room for a side practice. - Your own book. You train alongside our current transformation lead, then you captain your own clients. You are not an assistant on someone else’s accounts. - Daily huddle at 9:30 AM Eastern. The whole company
- .
Pay: "Compensation:" paragraph:
"Performance weighted. We do not publish a fixed number because we do not hire fixed people. For the right person, we will put together a package that reflects the experience and impact you bring. Expect a strong base plus a bonus tied to the scoreboard that matters here: whether your clients score the engagement a 9 or a 10."
We'll put as