The Team

• You lead the content team and you are accountable for what it costs. Hiring, developing, and shaping it, with the CEO.
• Leading and coaching the craft leads: art, design, production, learning design, and the teams that support them. Your value to them is breadth. You have led across enough disciplines to coach each of them inside their own, and to grow them into owners rather than do their jobs.
• Setting the conditions for delivery. The lead producer owns the schedule and drives it. You own the priorities, the quality bar, and the constraints they work inside, and you clear the blockers they cannot.
• Capacity and sourcing. Headcount, contractors, and outsourcing partners. What we build in-house, what we buy, and how we flex.

The Economics, and How We Run

• Running the economics. You own what content costs to produce, the margin on it, and the constant improvement of both — margin and velocity, together, quarter after quarter. Revenue is the go-to market team's line; yours is making every module cheaper, faster, and better, and being able to prove the curve.
• Outcomes over output. Trainees reached, quality held, and the cost and speed of getting there. You are measured on what the content achieves, not on how much of it we made.
• Owning the systems end to end within content delivery — from intake through authoring to publish. The cost model, the capacity model, the reporting, and the production tooling that makes the work legible and repeatable. The standing mandate is to lean hard into AI on authoring speed: it is the economic engine of this business, and the systems you build are how it compounds. Here that machinery gets built with agents rather than with headcount, and we expect it to keep going that way.
• Efficiency and operational excellence. Cycle time, velocity, and throughput are your numbers. You raise AI fluency across the team so that speed and agility come from how people work rather than from working longer.

Who are you?

You have owned a game, a title, or a content slate — the work and the team, not the calendar. Executive Producer, a Senior Producer ready for the step up, Game Director, or a Head of Production who has grown past pure delivery are all plausible starting points. What matters is that you can hold craft judgement and commercial judgement at the same time.

• Broad cross-functional leadership. You have worked across enough of the disciplines, design, art, production, engineering, and product, that you can coach the lead of each rather than only line-manage them, and you have managed craft leads without flattening them. The leads here are strong and want to get better.
• You have carried a real budget with consequences attached, and can talk about what you did to move it.
• You have run external development: outsourcers, co-dev partners, contractors, distributed teams across time zones.
• You have worked shoulder to shoulder with commercial teams. You have shaped proposals, scoped deals, and been the person sales brings in when the ask is complicated. You can sit in front of an enterprise customer and say clearly what is and is not possible, without overpromising to be liked.
• You are AI native. Not interested in AI, running on it. You build your own tooling, automate your own reporting, and expect the same from your team. Our content pipeline generates image, video, and voice, and much of how this business runs day to day is agent-built. The economics of content are being rewritten by that, and we need someone already living in it rather than planning to start.

Bonus Points If:

• You are hands-on technical. If you can build the tool, script the report, or wire up the pipeline yourself, you will move considerably faster here than someone who has to ask for all of it.
• You have made a team measurably faster. Not by adding people to it, by changing how it works.
• You have carried a cost and margin line for a title or a content business.
• You have worked on safety, industrial, or regulated content, or taken a production line from bespoke to repeatable.

What You Must Be:

• Ambitious about the work itself. You should want to make the best content in this industry, not the most of it.
• Willing to go tactical. There is no staff function to delegate into. If a system this business needs does not exist yet, you build it rather than write a brief asking for it.
• Comfortable inheriting something mid-flight. This is a live slate with live customers, not a clean start.
• Someone people want to be led by. You will inherit capable leads already running their areas, and your job is to make them better. Going tactical means filling the gaps and staying close to the craft, not taking their work back off them.

How We Support and Benefit Our Employees:

• Competitive salary and stock options — everyone shares in what we're building
• 25 days holiday + public holidays
• Pension contribution
• Fully equipped setup from day one (no waiting for laptops)
• Regular company offsites and team socials
• A flat, transparent culture with direct access to leadership

At Pixaera, we're committed to building a workplace where everyone feels respected, supported, and empowered to thrive. We believe that diverse perspectives fuel creativity and innovation, which is why we celebrate individuality and foster an environment of inclusion and belonging. We're proud to be an equal opportunity employer — discrimination of any kind has no place here. No matter your background, identity, or lived experience, you're welcome at Pixaera.