Founding GTM

What we build ResiQuant exists to keep the built world insurable as catastrophe intensifies. Two nearly identical buildings can have completely different fates in an earthquake — and the data that tells them apart isn't available when they need it most. Our AI agents put it there. Think Harvey, but for property underwriting: our AI agents do what used to take underwriting teams weeks — read messy broker submissions, virtually inspect buildings, validate the structural data that drives the vast majority of catastrophe loss variation, and price risk against a carrier's own guidelines — in minutes. Co-Founders Omar Issa and Francisco Galvis are structural engineering PhDs out of Stanford's Blume Earthquake Engineering Center — the birthplace of modern catastrophe modeling — and they encoded how buildings perform in earthquakes, hurricanes, and wildfires into software that doesn't exist anywhere else. Carriers are retreating from catastrophe markets because they can't price the risk. We're the reason they can stay. Where we are Every logo we have was closed by the two founders — mapping workflows with chief underwriting officers, shadowing underwriters through renewals, partnering with shops from startup MGAs to publicly traded carriers. Demand isn't the problem: there are more warm conversations, more conference leads, and more at-bats in this market than two calendars can hold, and one of those calendars does its cold outbound on Sunday nights. What doesn't exist yet is the engine that works the other six days. Building it is this job.

You own the revenue engine that surrounds our selling: the machine that finds the right accounts in a finite market, gets us in front of them, and moves them to signature. The deals run five to seven figures, on sales cycles of one to three months. We keep the demos and the close — you own everything around them, and the demo seat opens as you earn it, starting with deals you sourced. One boundary, stated once: you own the process, we own the relationships. You run the machinery of every deal; the CUO's trust stays with the founders until it's yours to inherit.The work is three engines: Demand — get us into rooms. Own the account map: which of the few hundred NatCat-exposed carriers and MGAs we work, in what order, with what angle. Run low-volume, deeply researched outbound under your own name — the kind that makes a 30-year underwriting veteran stop scrolling, not sequences. Operate our warm channel — advisors, investors, and industry relationships — as a system instead of a lucky accident. Run conferences end-to-end: selection, pre-event outreach, the booth, and the 48-hour follow-up machine. Keep a lightweight content heartbeat alive — one good post a week, sourced from the work itself. That's a tenth of your week, not the job. Deal velocity — get rooms to signatures. Run our pilots: environments coordinated, customer data chased, evaluation cadence kept on rails. Own the unglamorous middle of enterprise selling — security questionnaires, procurement steps, vendor onboarding — so nothing between first touch and signature waits on a founder. Build the collateral that closes: proposals, decks, the one-pager a champion forwards to their CFO. The operating system — make it compound. Build the systems underneath everything above with the stack we already run (Attio, Claude Code) — account research, signal capture, follow-up automation. Own the pipeline numbers: the weekly review, conversion and velocity, the GTM slide in the board deck. Run the feedback loop from the market into product: objections, feature asks with business context, competitor moves. In a steady-state week, that's roughly half demand, a third deal velocity, and the rest the operating system. The ramp weights differently — see below. Your first year Days 0–90 — the demand engine. Your first outbound wave is live under your own name by day 30. The conference follow-up machine is