The Founding VP – Growth & Revenue will build Trafasa’s complete commercial engine from early validation to repeatable scale.

This person will own the journey from market selection and positioning to pipeline, customer acquisition, supplier liquidity, commercial conversion, onboarding, activation, retention and expansion.

The role combines

- Enterprise SaaS revenue leadership
- Marketplace growth
- Go-to-market strategy
- Product marketing
- Revenue operations
- Customer success
- Strategic partnerships
- Team building
- Commercial planning

This is not a conventional sales-manager or marketing-head position. The successful candidate must personally help acquire the first set of anchor customers, validate repeatable acquisition economics and establish the systems and leadership team required for scale.

Key responsibilities

1. Commercial strategy and GTM

- Develop Trafasa’s three-year, annual, quarterly and 90-day GTM plans.
- Translate the company’s GMV ambition into customer, transaction, activation, pipeline and resource requirements.
- Select priority industries, categories, customer segments and geographic clusters.
- Define the commercial sequencing of Source, Exchange, Circle and Bid.
- Ensure Trafasa concentrates resources on the most promising market wedges.
- Establish clear market-entry and expansion gates.
- Recommend the optimal balance among direct sales, partnerships, digital acquisition, field activity and product-led growth.
- Create separate platform-level plans while preserving a shared ecosystem narrative.

2. Trafasa Source revenue leadership

- Define the Source ideal customer profile.
- Build a named-account strategy for steel, metals, MRO-heavy manufacturing and other approved verticals.
- Target CFOs, CPOs, COOs, procurement heads, plant heads and business owners.
- Personally participate in high-value account discovery, product demonstrations, pilot design and commercial negotiation.
- Create a consultative selling methodology based on procurement efficiency, financial control, visibility, speed and measurable value.
- Establish qualification standards for opportunities.
- Build a business-case and ROI framework for prospective customers.
- Design and manage pilots with clear success criteria.
- Convert pilots into paid subscriptions.
- Work with implementation and customer success to activate purchase-order value after signing.
- Drive customer renewal, expansion across plants and departments, and increased procurement value processed through Source.

3. Trafasa Exchange marketplace growth

- Select initial marketplace categories using buyer demand, supplier density, order value, frequency, standardisation and transaction feasibility.
- Build category-level buyer and supplier acquisition plans.
- Acquire anchor buyers whose requirements can attract relevant suppliers.
- Develop supplier-acquisition and verification programmes.
- Establish category managers and marketplace-operations processes.
- Define registration, verification, activation and transaction standards.
- Improve RFQ response, quotation quality, order conversion and repeat transactions.
- Prevent inflated marketplace reporting based on registrations without genuine activity.
- Design supplier-referral and buyer-referral loops.
- Create a viable path from free onboarding to paid membership and ancillary revenue.
- Work with product teams to reduce marketplace friction and prevent off-platform leakage.

4.



Ecosystem flywheel

- Connect Source procurement requirements with Exchange supplier discovery.
- Use Circle to improve supplier verification and trust.
- Use Bid for appropriate competitive-sourcing opportunities.
- Develop commercial workflows in which activity on one platform improves adoption of the others.
- Define attribution and avoid double-counting transaction value.
- Build cross-sell and expansion programmes across the ecosystem.
- Ensure that buyers and suppliers understand the distinct role and value of each platform.

5. Product marketing and positioning

- Define ICPs, buyer personas, positioning, value propositions and proof points.
- Create distinct Source and Exchange narratives.
- Translate product capabilities into business outcomes for different stakeholders.
- Oversee competitor analysis.
- Create sales presentations, industry-specific decks, proposals, one-pagers, case studies and objection-handling materials.
- Ensure consistency across website, demonstrations, events, digital campaigns and sales conversations.
- Establish a customer-insight loop with product and engineering.
- Prevent the marketing team from making unverified or premature product claims.

6. Revenue operations and commercial analytics

- Implement disciplined CRM architecture and usage.
- Define lead, MQL, SQL, opportunity, pilot, customer, verified supplier, active user and transacting user.
- Establish Source and Exchange pipelines.
- Create account ownership, routing and handover standards.
- Produce weekly forecasts and commercial dashboards.
- Measure conversion by segment, channel, salesperson, category and cohort.
- Track CAC, sales cycle, win rate, pipeline coverage, activation, retention and expansion.
- Track Source purchase-order value separately from Exchange GMV.
- Prevent double-counting across platforms.
- Use evidence to stop underperforming campaigns and reallocate resources.

7. Marketing leadership

- Translate commercial priorities into measurable marketing programmes.
- Direct product marketing, digital growth, content, creative, events and founder communications.
- Ensure marketing is measured by qualified pipeline, activation and customers—not merely content volume, traffic, impressions or followers.
- Approve campaign hypotheses, budgets, targets and stop conditions.
- Build cost-efficient ABM, content, webinar, association and partner-led acquisition.
- Use AI and automation to increase productivity while maintaining human quality control.
- Establish systems that reduce dependency on individual employees.

8. Sales leadership

- Build the Source enterprise-sales process from account selection to commercial closure.
- Recruit, train and manage SDRs, account executives, solution consultants and partnership personnel as justified by funnel performance.
- Establish weekly pipeline reviews.
- Enforce CRM discipline and opportunity-quality standards.
- Coach the team on discovery, business cases, demonstrations, negotiation and objection handling.
- Maintain realistic forecasts.




- Ensure salespeople are rewarded for activated and retained customers—not only signed contracts.

9. Customer implementation and success

- Define the commercial-to-implementation handover.
- Establish time-to-first-value and time-to-first-PO targets.
- Create implementation and customer-adoption playbooks.
- Monitor user activation and PO-value activation.
- Build executive business reviews.
- Capture customer outcomes and case studies.
- Develop renewal and expansion programmes.
- Ensure product feedback is prioritised based on customer and revenue significance.

10. Strategic partnerships

- Develop partnerships with industry associations, chambers, procurement consultants, ERP and technology providers.
- Build relationships with logistics, inspection, finance, payment and business-service partners.
- Create measurable partner-sourced pipelines.
- Establish referral, channel and integration-partner programmes.
- Represent Trafasa at selected conferences and industry forums.
- Ensure every partnership has a defined commercial or strategic purpose.

11. Team and organisational leadership

- Assess the existing sales and marketing team objectively.
- Clarify responsibilities and eliminate overlap.
- Establish measurable KRAs and KPIs.
- Coach capable team members and recommend realignment where necessary.
- Build a culture in which company outcomes take priority over designation, seniority or personal ownership of relationships.
- Create an organisational roadmap linked to commercial milestones.
- Recruit only when funnel evidence justifies additional capacity.
- Maintain high accountability without creating unnecessary bureaucracy.

12. Founder, board and investor support

- Provide the Founder with a concise weekly commercial dashboard.
- Present forecasts, risks, corrective actions and resource requirements.
- Contribute to the investor deck, commercial model and fundraising narrative.
- Explain the relationship among subscription revenue, Source PO value, Exchange GMV and ecosystem monetisation.
- Participate in investor and strategic-partner discussions.
- Maintain consistency between internal plans and externally communicated claims.

Candidate profile

Required experience

- Approximately 12–18 years in B2B SaaS, enterprise technology, marketplaces, procurement technology, supply chain, ERP or adjacent sectors.
- Meaningful experience building a commercial function from an early stage.
- Direct ownership of enterprise revenue.
- Experience selling to senior business and procurement stakeholders.
- Demonstrated ability to build repeatable pipeline.
- Experience working closely with founders.
- Robust command of CRM, RevOps, forecasting and funnel economics.
- Experience leading multidisciplinary sales, marketing, partnerships and customer-success teams.
- Evidence of working within constrained budgets.
- Robust written and verbal communication.

Strongly preferred

- Procurement, P2P, source-to-pay or supplier-management experience.
- Industrial or manufacturing-market exposure.
- Marketplace or two-sided-platform experience.
- Experience with steel, metals, MRO, cement or industrial supply chains.
- Experience with ERP integrations and enterprise implementation.
- Knowledge of ABM, category management and partner-led sales.
- Experience expanding an India-based platform internationally.
- Experience supporting institutional fundraising.

📌 Founding VP – Growth & Revenue (Kolkata)
🏢 Trafasa
📍 Kolkata