Opportunities in Amsterdam, North Holland, Netherlands; London, England, United Kingdom, United Kingdom

Official role information

<p><strong>Purpose of Position</strong></p> <p>Make Awin operate like a company with 10x the leverage of its peers, by combining the instincts of an operator with the discipline of a product leader.</p> <p><strong>Context</strong></p> <p>26 years. Hundreds of industry awards. Thousands of advertisers and publishers who stay because of the service our people deliver. Our next decade is about building the systems that make those people truly superhuman.</p> <p>Most companies are adopting AI at the edge — individuals using ChatGPT, isolated automations, copilots that don't talk to each other. The gains don't compound and disappear when people leave. We're aiming to do things differently and build institutional intelligence: knowledge captured once and reused everywhere, workflows embedded into systems, expertise encoded so that quality is system-driven rather than person-dependent. We’re creating a Company Brain, and the programme that builds it is Superhuman.</p> <p>You will run it.</p> <p><strong>What you'll actually do</strong></p> <ul> <li><strong>Hunt friction.</strong>&nbsp;You will have direct executive sponsorship and authority to challenge workflows, systems, and operating assumptions across the company. You are not here to optimise locally. You are here to increase organisational leverage globally.</li> <li><strong>Ship, don't strategise.</strong>&nbsp;Six months in, we expect workflows live in production, not a roadmap deck. Production over experimentation. If a pilot doesn't operationalise, it is to be killed.</li> <li><strong>Build Awin’s operating system&nbsp;</strong>The long-term goal is not isolated automations. It is to create a shared operational layer across the company, reusable: workflows, integrations, knowledge, decision systems. Every workflow shipped should make the next workflow easier to ship. Over time, the organisation itself should become programmable.</li> <li><strong>Build the squad.</strong>&nbsp;You'll hire a squad &nbsp;-- engineers, automation specialists, whoever you need. You'll have a real budget for both people and software.</li> <li><strong>Be ruthless about build vs. buy.</strong>&nbsp;Make.com, Retool, n8n, Zapier, off-the-shelf copilots -- use them when they fit. Build custom when leverage demands it. Opportunity cost is the only currency that matters.</li> <li><strong>Make every workflow deposit knowledge.</strong>&nbsp;Anything we automate should leave the organisation smarter. The Company Brain isn't a separate project -- it's the byproduct of shipping execution work with discipline.</li> <li><strong>Treat staff as customers.</strong>&nbsp;This is a product role. Awin's employees are your users. Adoption is your KPI. If they don't use what you ship, you didn't ship it.</li> </ul> <p><strong>Who you are</strong></p> <ul> <li><strong>Builder first.</strong>&nbsp;You'd ship without resources. We're giving you resources so you ship faster.</li> <li><strong>First-principles operator.</strong>&nbsp;You don't accept "this is how it's done." You're equally comfortable in a Salesforce admin console, a Python notebook, and an exec offsite.</li> <li><strong>Technically credible.</strong> You understand APIs, data models, integrations, and where LLMs actually add value vs. where they're theatre.</li> <li><strong>Commercially literate.</strong>&nbsp;You can defend ROI. You know what a P&amp;L looks like. You prioritise like a CFO and execute like a startup founder.</li> <li><strong>Product-minded.</strong>&nbsp;You've read&nbsp;<em>Escaping the Build Trap</em>&nbsp;or you've lived it. You think in opportunity cost, value creation, and value capture.</li> <li><strong>AI-pragmatic.</strong>&nbsp;You understand where AI creates real leverage, where traditional software is better, and how to combine the two effectively. You use AI fluently, but you care more about operational outcomes than AI theatre.</li> <li><strong>Change leader.</strong>&nbsp;You understand that adoption is a behavioural problem, not a technical one.</li> </ul> <p><strong>What success looks like</strong></p> <ul> <li><strong>6 months:</strong>&nbsp;First squad hire made. 5+ workflows in production with measurable adoption. First version of the Company Brain (retrieval over a meaningful slice of company knowledge) live and used weekly by at least one function.</li> <li><strong>12 months:</strong>&nbsp;Squad of 3+. 20+ workflows live. At least one role-specific copilot in daily use by a full team. Demonstrable hours saved or output increased, with numbers.</li> <li><strong>24 months:</strong>&nbsp;Awin operates measurably differently. New hires onboard faster. Decisions are faster. Output per employee is up and the curve is bending the right way.</li> </ul> <p><strong>What this role is not</strong></p> <ul> <li>An AI strategy role.</li> <li>An innovation lab.</li> <li>A transformation programme.</li> <li>A central bureaucracy that other teams route requests through.</li> </ul> <p>If you want to write decks about the future of work, this isn't the job.…

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