Director, Real Estate AI

You will own a Cyberhill market or function end to end, much as a product leader owns a product: the thesis, the offering, the launch, and how the offering performs with clients once it is live. You will be held to one result: a sellable offering in your domain, with the thesis proved, the offering defined, a demonstration built to your requirements, and Sales and solution consultants able to run it without you in the room. Once your domain is in market, you remain its owner, keep improving it based on what clients experience in production, and start your next launch. At steady state, a director has one domain in market and one in flight.

Key Responsibilities

Domain strategy and offering definition

• Validate the domain. Establish the buyer, the problem, the evidence, and the competitive position, including named peers, then clear the first gate or deliver a written no-go. A well-argued no-go is a successful outcome; pushing an unsupported thesis forward is the failure.

• Define the offering. Author the point of view, the product definition, and the reusable intellectual property that Sales, Marketing, and the post-sales team draw on.

• Own the domain plan and priorities. Deliver a 90-day domain plan that sets the thesis to be tested, the partner capacity required, and the sequence and timing of stages. Once in market, maintain a prioritized view of what the offering needs next and defend those trade-offs with partner functions.

Demonstration and launch

• Write the demonstration requirements. Specify what the demonstration must prove, the scenarios and data, the buyer journey, and the acceptance criteria for Engineering and Ontology to build to. Accept the build against those criteria and run it yourself.

• Run the launch to written gates. Take every stage to a written gate, report stage-level status weekly, and identify improvements to the launch process itself.

• Hand the offering into Delivery. Provide a reference architecture, an engagement pattern, and a best-practice guide, and clear the final launch gate.

Go-to-market and pre-sales support

• Build the go-to-market with Marketing and Sales. Shape positioning, buyer personas, and enablement content, and confirm Sales can explain the offering unaided.

• Enable Sales and solution consultants on the demonstration. Train new team members, refresh the demonstration when the offering changes, and collect what prospects and customers say when they see it.

• Build the pipeline. Co-author the domain target list with Sales, including new-client acquisition targets, and source and develop leads until a Sales owner is named for the domain.

• Support qualification as the domain expert. Supply the thesis, the evidence, the maturity placement, and the domain view through the engagement methodology. Contribute to the ideal-state solution alongside Ontology and Engineering, present the domain case to executives when the engagement lead asks, and challenge the client and the engagement lead to think beyond the initial ask.

Post-sales ownership: clients in production

• Close the feedback loop from production. Stay in the customer channel for the life of each account in your domain. Work with Delivery, Customer Success, and Support to find patterns across accounts, not just individual requests, and feed them back into the thesis, the product definition, the methodology content, and the demonstration.

• Balance installed-base needs against new growth. Weigh improvements and fixes for live clients against new capabilities, and agree with Engineering and Ontology on capacity for each, so stability and retention are not crowded out by new-deal demands.

• Drive adoption, retention, and safe change. Track how clients adopt and use the offering, support Customer Success and Sales on retention and expansion conversations, and make sure changes to the offering reach live clients with clear communication and migration guidance, without disrupting production.

• Own the domain content of the engagement methodology. Keep the readiness or maturity lens used to place clients current as the offering and client experience change.

Requirements/Qualifications (Must-Have)

• Domain depth and credibility with the buyer: experience in or advising the domain at a level where you have shaped outcomes and can hold a peer conversation with the executive who buys.

• Consulting or value-advisory experience achieving strategic objectives through technology, including contributing as a domain expert within a structured engagement methodology.

• Product or offering management skills: defining requirements, prioritizing what gets built, and managing an offering after launch based on client feedback and results.

• Working literacy in applied AI and data solutions: enough to shape an offering, write requirements an engineer can build to, and run and explain the resulting demonstration with a buyer. This is not an engineering role.

• Deep understanding of the operating metrics that drive the domain and what changes when they move.

• A record of published or presented thought leadership and excellent written and verbal communication.

Preferred Qualifications (Nice-To-Have)

• Experience launching a new offering, practice, or product line from validation to first clients, and managing it once clients are live.

• Familiarity with knowledge graph, ontology, or semantic data approaches and where they beat conventional analytics.

• For healthcare domains: healthcare data standards and privacy obligations. For workforce domains: hire-to-retire processes, the core HCM platforms the buyer runs, and the data inside them.