What you will do:

• Strategy definition with evidence: Own the working strategy for the B2B product and its route to market: segment prioritization, market sequencing rationale, competitive positioning, and the explicit list of what is evidenced versus what remains to be validated.
• B2B product definition across multiple verticals: Bring pattern knowledge from B2B product across education, healthcare, hospitality, charity and NGO, public sector, and industrial — what different segments actually need from the platform, and where a generic capability fails them.
• The enterprise buying experience: Design business accounts and the product mechanics that hang off them: multi-user roles, approval flows, business pricing as a buyer experience (list → business price → volume tiers → contract pricing), and the procurement integrations (PunchOut, e-invoicing, approval workflows) that create lock-in.
• The assortment flywheel and the RFQ product: Define how every RFP/RFQ becomes a logged demand signal, how the weekly trading meeting consumes those signals, how the recurrence trigger works, and what the RFQ desk needs in tooling and workflow to quote within SLA without over-promising.
• Customer experience and service foundations: Define the B2B service desk model, SLA structure, returns/RMA logic for business buyers, account health monitoring, and the self-service transparency requirements (order tracking, invoice history, spend dashboards).
• Tiering and retention design: Define the account tiering model and the retention mechanics that sit underneath it — membership tier benefits and thresholds, and how the spend-reduction value shows up in-product — so that the retention engine is designed before it is sold.
• Operations foundations: Set the operating cadence: weekly trading meeting, monthly business review, quarterly strategy review — and the inputs, owners and outputs of each.
• Competitive intelligence as product input: Define how competitor selection and assortment intelligence feeds product and assortment gaps, and what the governance and legal frame must be.

About you:

• B2B Marketplace background: You have worked in B2B at a large marketplace, and you understand the mechanics: how a B2B overlay is configured, how self-service and sales-led engines differ in economics, how business pricing and business accounts are actually built, and how enterprise procurement integrations create lock-in.
• Wide product and sales exposure: You have worked across multiple B2B topics and verticals rather than a single deep niche — enough breadth to know which segment problems are genuinely different and which are the same problem wearing different clothes.
• Strategy that survives contact with operations: You do not stop at the framework. You define the cadence, the SLA, the trigger, the guardrail — the things that make a strategy runnable on a Monday morning.
• Mechanism thinking: You work backwards from the customer. Flywheels, triggers, SLAs and guardrails are your working tools, not slide decoration.
• Comfort with the environment: You have operated in a business where the structure is still being invented and the priorities move.