AI & Saas, Go-To-Market Strategists

GTMLab is a growth consultancy in Jakarta. We build revenue systems for technology companies: the diagnosis, the method, the measurement — and we don't just hand over a slide deck, we stay and do the work until it's actually working. Since 2024, we've grown from a small founding team to 100+ people and worked with 500+ clients, from local SMEs to regional enterprises.

This part's worth reading twice — it's the real difference between this role and the same-sounding role at a single company.

Take a good analyst and put them inside one company. For the first year or two, it's the best education you can get. Then the big questions get answered, the org chart sets in, and the only way to see a different kind of business is to quit and start over somewhere else — a new interview process, a new first ninety days spent proving yourself all over again.

GTMLab works the other way. We're a growth consultancy of 100+ people working across hundreds of businesses in Southeast Asia, and the method lives with us, not with any single client. The diagnosis, the measurement, the systems we run — those are ours, and they travel with you. What changes is the business you point them at.

So the career most people build by switching employers every two years, you get to build here without switching. You raise your hand, you move to the next one, and everything you've learned keeps compounding instead of resetting.

YOUR FIRST PROJECT

An Indonesian AI platform running WhatsApp, Instagram and web chat for businesses, with agents that answer, qualify and book around the clock. The product is ready. The route to market, segment by segment, is what we have been brought in to build.

(Client name disclosed at interview.)

They have more demand coming in than their team can serve, and no systematic view yet of which segments deserve attention first, what to say to them, or which of those answers will survive being exported to another country. That can't be worked out from a desk — it's worked out by forming a hypothesis about a segment, testing it in live conversations, and being honest about what comes back. The product already works. What's missing is the plan: which industries to go after first, and what to say to them. That plan doesn't exist yet — building it is the job.

WHAT YOU WOULD INHERIT ON DAY ONE

You're not starting from zero. Already built: a way to tell if a lead is worth pursuing, a routing system that gets it to the right person, a dashboard that tracks everything from first enquiry to closed revenue, and the diagnostic for the first industry. What doesn't exist yet is the plan for every other segment and market — that's the job.

THE JOB, IN THREE STEPS

1. Test — Guess and check. Pick a segment. Think about why that industry would want this product — based on how that business actually makes money, not just the product's features. Then take it into real conversations with owners and operations leads. You'll probably be wrong a lot at first. That's expected.
2. Codify — Write the playbook. You turn what came back into the playbook for that segment: who is worth approaching, which argument opens the conversation, which proof point moves them, what they compare the product against, and which resistance is real and which is a polite refusal.
3. Transfer — Hand it off, move on. You hand the segment to the client's own team and take the playbook into the next market — you separate what was true about the industry from what was only ever true about the country. This is where most go-to-market work is quietly wrong, and where you will learn the most.

You are not implementing the product for customers and you are not running their operations. You're figuring out how this product should be sold — and proving it by actually talking to real people, not by writing a report about it.

SEGMENTS AND MARKETS

Segments in play: Clinics and healthcare. Travel agencies. Education. Multi-branch retail and restaurants. Professional services.

Markets, in sequence: Indonesia first, until the approach works. Then Malaysia and Singapore. Then the Gulf.

Both of those lists will turn out to be partly wrong. Establishing which parts, and why, is the work you would be doing.

HOW YOU GROW HERE

Four widenings. You move to the next one once you've finished the one before — there's no fixed schedule.

1. You own a segment. One industry, yours outright. You research it, build its playbook, publish it, teach it back to the team and then to the client's people, and carry a commercial number against it.
2. You own a market. You take the same approach to a new country, and figure out what needs to change.
3. You own a client. You move to a different client, in a different industry, and apply what you've learned.
4. You lead an engagement. Your own team, your own scope, your own commercial result. This is the seat most people in this role are actually aiming at, and it is reachable here in a way it is not inside a single company.

Every project we work on eventually gets handed over to the client. So we start talking about what you do next from early on — not awkwardly, near the end. Most people either lead the next project, join the client's team at a senior level, or move on elsewhere. All three are considered good outcomes here.

A WEEK IN THE SEAT

• Monday, set the question. The team settles what this week has to answer. Not a to-do list — one clear question each, plus what evidence would actually answer it.
• Field work. Three or four conversations a day with owners and operations leads in the segment you are working. You are there to collect evidence, not to be agreed with.
• Depth before breadth. One industry until you understand its economics better than most people working inside it. Where the margin sits, where enquiries originate, what it costs when a sale is lost.
• Synthesis, in writing. What you guessed at the start, what you actually found, what you now believe, and how the guide should change. You will write considerably more than you expect.
• Friday, the review. You present what the week disproved. Being wrong quickly and learning from it is the goal. The playbook changes based on evidence, not on whoever's most senior in the room.

The playbook is a living document rather than a deliverable — it keeps changing as you learn more. It's versioned, your name is on the industries you've worked on, and the client's own team will eventually run it without you. Write it so someone else can follow it.

HOW WE'LL TRAIN YOU

You won't be left to figure it out alone. Everyone goes through the same three stages.

1. Stage one — Absorb. You learn the product in enough depth to be dangerous with it, read every diagnostic the lab has written on the segments in play, and sit in on conversations run by other people. You close this stage by writing your first segment hypothesis and defending it to the team.
2. Stage two — Run. Run your own conversations in your own industry, with coaching every week on recordings of your calls. You will be wrong publicly and often, which is the intended experience rather than a sign that it is going badly. Your first written review closes this stage, against criteria you were given on day one.
3. Stage three — Own. You take full ownership of one industry: publish the guide, first to the team and then to the client's people. From here the ladder above opens up.

HOW YOUR WORK IS JUDGED

Five criteria, published on your first day, used at every review. They are the same across every engagement the lab runs, which is what makes seniority here portable rather than local to one client.

• The quality of the hypothesis. Before any evidence arrives, is the reasoning sound Is it based on how the industry works, not just the product's features
• The honesty of the evidence. Do you report the things that prove you wrong just as clearly as the things that prove you right This matters a lot, and it's the hardest part for most people.
• The clarity of what you wrote. Can somebody who was not in the room run from your playbook without asking you a question
• The commercial result. Did the industry convert into real sales Not because sales is the whole point, but because it's the real test of whether you were right.
• What your work changed for everyone else. The team is small enough that one good finding should change what other people do the next week. Did yours

WHAT YOU'LL LEARN

• How to actually split up a market into real groups — not just convenient-sounding ones.
• How to form a guess, test it with real people, and change your mind quickly when you're wrong.
• How AI chat agents actually work — enough to talk comfortably with a technical person about them.
• How to build a sales playbook and hand it to a team that didn't build it.
• What stays true across countries, and what doesn't, across Indonesia, Malaysia, and the Gulf.

WHO WE'RE LOOKING FOR

We're not specifically looking for a sales background — we'd rather teach that than have to untrain a bad habit.

• 2–5 years in a job where you had to think carefully and convince someone of something — consulting, analysis, product, strategy, operations, customer success, research, teaching, or running your own thing.
• You can sit with a stranger's problem for an hour and end up more curious than when you started.
• You can explain something technical to a non-technical person without making them feel dumb.
• You write clearly. We read closely for this — clear writing usually means clear thinking.
• You'd rather be judged on results than watched over.
• English good enough to run a work session with a client in Singapore or Dubai. Bahasa Indonesia as a first language.
• In the office five days a week — the training happens in person, not over a call.

If your CV doesn't match this perfectly but you think the way this role needs, apply anyway.

WHAT THIS IS NOT

Not a call centre. You are not working a list and you are not reading from a script. Every conversation is an instrument for testing something you wrote down beforehand.

Not pure strategy. You carry a commercial number and you will know what it is on your first day. We consider that a feature. It is how you discover whether your hypothesis was correct, rather than presenting a document and never finding out.

Not one client forever. You go where the lab goes. If what you want is to spend a decade inside one product, this is the wrong seat and we would rather you knew that now.

QUESTIONS PEOPLE USUALLY ASK

1. Do I work for GTMLab or for the client GTMLab. You're our employee, held to our standards, reviewed by us — and you move between client projects as needed. You might spend most of your time inside a client's office, but who you actually work for never changes or gets confusing.
2. I've never done anything commercial before — does that rule me out No. It's more of a nice-to-have than a requirement. The people who struggle here aren't the ones without sales experience — they're the ones who can't change their mind when new evidence shows up. We can teach the first thing. We've never been able to teach the second.
3. Is this basically a sales job with a nicer title Fair question. You will spend a lot of time talking to potential buyers, so if that's the concern, this isn't for you. But the difference is that every conversation is there to test an idea — not to close a deal off a script. Nobody hands you a script or a call list.
4. How much do I travel None at first. Once the approach works well in Indonesia, there's real travel to whichever country opens next. If travel isn't possible for you, tell us when you apply — it won't cost you the role, but it may affect which industry you work on.

WHERE AND WHEN

GTMLab office, Park Hyatt Jakarta. Monday to Friday, on site every day. Training and feedback happen in person, not over a call. Travel to other countries once those open up.

GTMLab hires based on what you can do, not your background. We don't ask for photos, we don't ask what your parents do for work, and we don't care which university you went to. We care what you're like in the room.