Responsibilities

• Build the engine. Get ideas out of busy people and turn them into published work, repeatedly, without their time becoming the bottleneck. It starts with a small group and grows toward the whole leadership team, and you'd set the pace. The hard part isn't writing. It's extraction, and it's holding a distinct voice for each person as volume goes up. The failure mode of doing this centrally is that everyone starts sounding the same, and avoiding that is on you.
• Write under your own name too. The pieces only we can write: how cross-border FX actually works, original data out of our own flow, the unglamorous mechanics of clearing a payment in two jurisdictions. You'd own the company page and land a point of view, because when someone in Brazilian freight thinks about FX monetisation, a specific set of ideas should come to mind and those ideas need an author.
• Prove it worked. Build a way to know whether this is doing anything, using whatever signal you can actually get. Report pipeline influence honestly and resist calling it sourced revenue. We'd rather have a number that survives an audit than one that impresses in a deck.
• Build this with our compliance team. That's the price of holding licenses in a highly regulated environment. Legal and outside counsel would give you a standing rule set so you can move fast inside it and escalate only real edge cases.

Requirements

• You can tell good AI-assisted work from competent slop, and explain the difference. Not whether you use AI, since everyone does, but whether you know precisely where it stops helping. This is the thing we care most about.
• You've built a content system. Something repeatable that produced output at a cadence one person couldn't have sustained by hand.
• You can get a story out of someone who defaults to corporate-speak. This is the most predictive skill for this role. You've built an audience somewhere yourself, at any size.
• You work well without a playbook. There's no content function here yet, and you'd be making calls with no precedent. Being told "we can't say that" reads as a constraint to design around rather than a reason to disengage.

Benefits

• Equity
• Medical, dental and vision
• 15 days paid time off
• Learning and development budget