Co-Founder & Chief Revenue Officer (United States)

Co-Founder & Chief Revenue Officer

Stick Grips Golf

Location: United States

Reports to: CEO

On-Target Earnings (OTE): $250,000 with upside after year 1 for exceptional profitable, collected wholesale performance.

Variable compensation: Structured around collected revenue, gross-margin performance, strategic-account wins, and the commercial milestones required to build a durable wholesale engine.

Equity: 5%–7% potential ownership, subject to vesting, performance milestones, and final legal/tax structuring.

Why This Opportunity, Why Now

Stick Grips Golf is at an inflection point.

Currently, the vast majority of our revenue is built through direct-to-consumer sales. That DTC foundation has proven there is real demand for the product, while giving the company direct insight into customer behavior and product appeal.

We have also shown early success in big box golf retail wholesale, creating the foundation for a much larger commercial opportunity. The next phase is to turn that early traction into a repeatable wholesale engine: expanding distributor relationships, winning strategic accounts, increasing reorder volume, and establishing Stick Grips as a meaningful brand within major golf retail and big-box golf channels.

The company has set a clear goal: $20M in annual revenue by EOY 2029. Wholesale is expected to be the primary commercial engine behind that outcome. We are creating a Co-Founder & CRO role to build a wholesale business capable of reaching $16M in annual collected revenue within 36 months.

This is not a maintenance role. It is an opportunity to take an established DTC product, early wholesale proof, and a clear market opportunity, then build the commercial infrastructure, strategic partnerships, distributor relationships, major-account portfolio, sales organization, and operating cadence required to scale nationally.

The three-year commercial trajectory

• Year 1: Build the foundation and reach $3M in annual collected wholesale revenue at company-approved margins. The focus is proving repeatable channel economics, winning priority accounts, establishing distributor momentum, strengthening placement in major golf retail, and installing rigorous CRM, forecast, account-management, and collections systems.

• Year 2: Turn early traction into a repeatable engine. Expand strategic distributors and major accounts, deepen reorder volume, increase the brand’s presence across golf retail, build account-expansion systems, and create a credible run-rate toward the $16M target. The business should no longer depend on the founder to create or manage the commercial pipeline.

• Year 3: Reach $16M in annual collected wholesale revenue, at approved gross margins, supported by a durable commercial organization, diversified channels, predictable forecasting, disciplined collections, repeatable customer reorders, and a strong position in the golf-retail market.

The right person will not inherit a finished sales machine. You will help build the machine that grows the company.

You will have meaningful ownership, direct influence over strategy and execution, and a mandate that matches the scale of the opportunity: build a wholesale engine that becomes the central driver of Stick Grips Golf’s path to $20M.

The 3-Year Mandate

• $16M in annual collected wholesale revenue
• Profitable revenue that meets company gross-margin standards
• A diversified channel portfolio across golf retail, green-grass, distributors, strategic accounts, and other approved channels
• A repeatable sales process, forecasting system, account-planning standard, and team structure
• A reliable pipeline sufficient to support annual targets 
• Strong collections, account health, merchandising execution, and reorder performance

What You Will Own

Commercial strategy and channel design

• Build the pathway from current wholesale revenue to $16M annually.
• Define the right mix of distributors, national and regional retail, golf specialty, green-grass, resorts, and strategic accounts.
• Set account tiers, channel economics, pricing guardrails, territory strategy, and annual account plans.
• Identify and develop the few partnerships and accounts that create disproportionate volume rather than pursuing hundreds of low-leverage opportunities.

Revenue and strategic-account leadership

• Personally win and expand the highest-value distributor, retail, and strategic-account relationships.
• Build executive relationships with buyers, owners, purchasing leaders, and channel partners.
• Lead annual line reviews, sell-in presentations, pricing discussions, promotions, merchandising plans, and expansion negotiations.
• Own account-level revenue, margin, payment terms, reorder rates, and profitability.

Build the wholesale engine

• Design and implement CRM standards, pipeline stages, forecasts, dashboards, sales rhythms, and accountability systems.
• Create a repeatable new-account acquisition process and account-expansion playbook.
• Help establish standards for catalogues, displays, samples, sales collateral, trade shows, product launches, and channel marketing.
• Build the commercial organization: hire, lead, develop, and hold accountable the required A-players across sales, sales operations, account management, and channel support.

Financial and operating ownership

• Produce accurate weekly pipeline visibility, monthly forecasts, and quarterly business plans.
• Work with the CEO and operations team to align demand forecasts, inventory, supply chain, fulfillment, and cash requirements.
• Protect unit economics. Do not buy revenue through unprofitable discounting, excessive chargebacks, or terms that damage cash flow.
• Own the wholesale P&L inputs: revenue, gross margin, discounts, returns, allowances, sales costs, trade spend, and collections.

First 90 Days

• Build the wholesale pathway
• Deliver a three-year plan from the current baseline to $16M in annual wholesale revenue.
• Help establish the assets needed for product success in retail environments 
• Define revenue targets by channel, account type, geography, and quarter.
• Establish the required account count and volume assumptions, including grips per account and reorder expectations.
• Audit the current commercial reality
• Review every active account, margin profile, pricing structure, pipeline opportunity, sales asset, distributor relationship, and operational constraint.
• Identify which accounts and activities are signal versus noise.
• Create commercial operating discipline
• Implement CRM hygiene, account ownership, pipeline definitions, forecast accuracy standards, and a weekly revenue cadence.
• Produce a named target-account list, strategic-partner plan, and top-25 account plans.
• Win early proof
• Advance and close a defined number of priority opportunities.
• Produce a qualified pipeline that supports the next 12 months of wholesale targets.

Performance Standards

You will be measured on:

• Collected net-new wholesale revenue
• Annual wholesale revenue progress toward $16M
• Gross margin and contribution profitability
• Revenue by channel and strategic account
• Qualified pipeline coverage and forecast accuracy
• New strategic-account wins and expansion of existing accounts
• Reorder rate, sell-through where available, and account retention
• Collections, returns, deductions, chargebacks, and bad debt
• Hiring and retention of A-player commercial talent
• Reduction of founder dependency in wholesale sales and account management

What Success Looks Like

• By the end of Year 1, Stick Grips is producing $3M in annual collected wholesale revenue at company-approved gross margins. You have created an operating wholesale engine: a qualified pipeline, strategic-account traction, channel clarity, reliable forecasts, and a commercial team plan.
• By the end of Year 2, Stick Grips has repeatable distribution and account-expansion systems, meaningful strategic-account revenue, and a credible run-rate toward
  

  Tagged as: Clari, Compensation Design, Financial Modeling, Forecasting, Pipeline Management