Co-founder – Product Strategy & Execution | Enterprise Platforms & Business Operations | Equity Only

About Whitebrinjal

I’m building Whitebrinjal, an enterprise high-tech market network focused on the journey from technology discovery to enterprise adoption.

Enterprises often struggle to identify the right technologies, evaluate unfamiliar solutions, align internal stakeholders and move from initial interest to an informed adoption decision. These decisions involve multiple stakeholders, fragmented information, complex workflows and significant commercial risk.

Whitebrinjal is being built to structure this journey.

The platform combines a market network with decision-oriented workflows, helping enterprises define problems, evaluate solutions, engage with providers and progress towards adoption through a structured process.

Our long-term ambition is to build an interconnected system of Market Network → Workflow → Intelligence → Enterprise Platform.

Whitebrinjal is currently pre-MVP, pre-revenue and pre-institutional funding. The product foundation and extensive UX workflows have been developed. The next challenge is turning that foundation into a focused, functioning product that can support real enterprise interactions and create a credible path to adoption.

The opportunity

I’m looking for a co-founder who can take ownership of Product Strategy & Execution, initially bridging business priorities and technology implementation, with the potential to expand into business operations and broader operating leadership as Whitebrinjal grows.

This is a founder-level, equity-only opportunity.

It is not a conventional Product Manager position, project management role, business operations job or process-improvement assignment.

I’m looking for someone who can understand the business problem, determine what the product must accomplish, work with engineers to make it happen and establish the systems required to move from concept to adoption.

As a non-technical founder, I bring the company vision, business context, commercial priorities and strategic direction. I’m looking for a complementary founding partner who can independently own product decisions and execution within that direction, challenge assumptions constructively and ensure that business priorities translate into tangible progress.

The objective is not simply to manage a roadmap. It is to build the product, establish execution discipline and help make the business work.

What you will own initially1. Product strategy and prioritisation

Whitebrinjal has a broader product vision than an early-stage company can execute all at once. Your first responsibility will be to determine what needs to exist for the product to deliver meaningful value.

You will:

Assess the existing product foundation, modules, UX flows, workflows and dependencies.

Distinguish essential first-release capabilities from features that can be deferred.

Identify the critical user journeys required to demonstrate the platform's value.

Translate business objectives and customer problems into clear product requirements.

Prioritise work based on user value, business impact, feasibility, dependencies and learning potential.

Maintain a focused product backlog and practical roadmap.

Identify scope creep, unnecessary complexity and unresolved product decisions.

Challenge the founder and team when proposed work does not support the immediate business objective.

You should be comfortable making difficult trade-offs. A feature being possible to build does not mean it deserves to be built now.

The goal is to establish a coherent product that can be delivered with available resources and tested against real-world needs.

2. Translating business requirements into product execution

A significant part of this role is bridging business intent and technical implementation.

You will:

Understand the business problem behind each major product requirement.

Map user journeys, business rules, decision points, exceptions and dependencies.

Convert requirements into actionable user stories, functional specifications and acceptance criteria.

Work with the technology founder to assess feasibility, sequencing and implementation trade-offs.

Clarify requirements before development and resolve ambiguities during implementation.

Maintain visibility into decisions, dependencies, blockers and scope changes.

Ensure that completed work satisfies the intended business requirement.

Coordinate testing and acceptance of critical user journeys.

You do not need to dictate how engineers architect or implement the system. You must understand enough about software development to collaborate credibly, identify risks and ensure that technical work remains aligned with product objectives.

3. Product and technology collaboration

Whitebrinjal needs a functioning platform, not disconnected screens or a collection of individually completed features.

You will work closely with the technology founder to establish a reliable product delivery process.

This includes:

Aligning product priorities with engineering capacity and technical dependencies.

Maintaining a shared view of priorities, milestones and blockers.

Coordinating requirements, implementation reviews, testing and release planning.

Identifying dependencies across modules, APIs, integrations and data flows.

Evaluating product changes for their impact on existing workflows.

Establishing practical quality standards and release acceptance criteria.

Raising risks early and driving decisions rather than allowing unresolved issues to accumulate.

The intended division of responsibility is clear: you own product strategy and execution; the technology founder owns technical architecture and engineering leadership. Both founders contribute to product and technical trade-offs.

4. Enterprise workflows and business-model implementation

Whitebrinjal is not intended to be a generic technology directory or a conventional software marketplace. Its value depends on making complex enterprise technology discovery and adoption more structured.

You will help translate the business model into workable product workflows, including:

Enterprise problem definition and initial qualification.

Expression of Interest (EOI), Request for Information (RFI) and Request for Proposal (RFP).

Buyer and provider onboarding and qualification.

Solution discovery, evaluation and comparison.

Stakeholder alignment and decision documentation.

Commercial engagement, pricing logic and deal progression.

Proof-of-concept, pilot and deployment-stage workflows where applicable.

Handoffs, responsibilities and decision records across the adoption lifecycle.

Your responsibility is to understand how these workflows should function, identify the information and decisions required at each stage, and determine how the product should support them.

You should be capable of challenging unnecessary steps, simplifying complex processes and identifying which activities can remain manual in the early stages.

You are not expected to independently own the company's entire commercial strategy. You are expected to understand its implications for the product and ensure the product supports the agreed business model.

5. Product quality and launch readiness

A platform is not launch-ready merely because its screens have been designed or its code has been written.

It must support the intended user journey, behave reliably and provide enough clarity for users to accomplish their objectives.

You will own the product-side launch-readiness process, including:

Mapping critical end-to-end user journeys.

Defining functional requirements and acceptance criteria.

Coordinating testing and defect prioritisation.

Identifying gaps in onboarding, documentation and user guidance.

Establishing release-readiness criteria and making go/no-go recommendations.

Tracking unresolved issues according to severity and business impact.

Preparing mechanisms for collecting and analysing user feedback.

Converting feedback into prioritised product decisions.

Identifying friction that prevents users from completing important workflows.

As early users begin interacting with Whitebrinjal, you will ensure that product development is informed by evidence rather than internal assumptions.

Market development and commercial relationships will be shared with, or owned by, the relevant founder. Your responsibility is to make sure the product can support those interactions effectively.

6. Establishing the initial operating system

In an early-stage company, execution can easily become dependent on informal conversations, fragmented documents and the founder remembering every unresolved issue.

You will establish the minimum operating structure required to avoid that outcome.

You will:

Create a reliable system for tracking priorities, ownership and dependencies.

Maintain product decisions, requirements and execution status in accessible documentation.

Establish a practical cadence for product and engineering reviews.

Track milestones, risks, blockers and decisions requiring founder intervention.

Ensure that requirements and changes are communicated clearly.

Create lightweight processes for testing, release management and feedback.

Establish clear accountability without introducing unnecessary bureaucracy.

Use automation and AI where they genuinely improve execution speed or quality.

The objective is to enable a small founding team to work with clarity, make decisions quickly and deliver reliably.

What I would expect in the first 90 days

The first three months should produce tangible progress, not just plans and meetings.

First 30 days: Understand and prioritise

Review the existing product foundation, UX workflows and development status.

Identify the most important gaps, dependencies and risks.

Determine which capabilities are essential for the first meaningful release.

Work with me and the technology founder to establish clear priorities.

Produce a practical view of what needs to be built, fixed, simplified or deferred.

Days 31–60: Establish execution

Translate agreed priorities into actionable requirements and acceptance criteria.

Align product work with engineering capacity and dependencies.

Establish a clear process for tracking progress, decisions and blockers.

Begin systematic testing of completed workflows.

Identify the operational requirements for engaging early users and providers.

Days 61–90: Drive delivery and readiness

Help move priority features towards completion.

Review the product against agreed requirements.

Identify and prioritise remaining gaps.

Establish a practical process for collecting and acting on user feedback.

Present a clear, evidence-based view of product readiness and the next set of priorities.

The exact plan will depend on what you discover when you start. I expect you to help shape it, not simply follow a plan handed to you.

How the role can expand into business operations and COO responsibilities

The immediate mandate is product strategy and execution. As Whitebrinjal develops, the company will need coordinated execution across product, technology, commercial activity, customer delivery, resources and organisational priorities.

For the right person, this creates an opportunity to grow from product ownership into broader business operations and potentially company-wide operating leadership.

Stage 1 | Pre-MVP: Product Strategy & Execution

Initially, you will focus on:

Defining and prioritising the first meaningful release.

Coordinating product and engineering execution.

Establishing requirements, testing and release-readiness systems.

Creating visibility into dependencies, risks and delivery progress.

Ensuring the product remains aligned with business priorities.

Expected outcome: A focused product execution system and a credible path towards a usable first release.

Stage 2 | MVP and early adoption: Product & Business Operations

As the platform begins supporting real buyer and provider interactions, your responsibilities may expand to include:

Establishing repeatable onboarding and operational workflow