Head of Growth

Our national security apparatus was designed for an adversary that congregated and operate in the physical world. The threats disrupting our way of life today have gone faceless, borderless, and beyond the reach of any human operator. Aslan builds the autonomous agents that reach them, unmask them, and stop them, before a life can be lost, a household can be bankrupted, innocence can be stolen, or our can be nation subverted.

In 12 months we've gone from founding to live operational tasking and pilots across multiple national security and law enforcement partners. We've proven it works. This role makes it permanent.

We’ve raised $20M to date from Khosla Ventures, XYZ, BoxGroup, 2048, Liquid 2, Precursor Ventures, and others.

We're looking for a Head of Government Growth to take Aslan from proven capability to durable, programmed funding. This seat turns operational traction into validated requirements, execution-year dollars, and recurring lines in the out-years.

The work is mechanical, not relational. You'll know what has to be true before a requirement can be validated, before a sole-source award can be made, and before money can move inside the fiscal year, then making each of those things true on a schedule.

You'll work three customer sets, each with its own resourcing logic:

• Department of War: special operations and low-intensity conflict, counternarcotics and global threats, intelligence and security oversight, and the command intelligence, targeting, and irregular warfare staffs

• Intelligence Community: directorates carrying collection and counterintelligence missions

• Federal law enforcement: investigative components working transnational criminal organizations and counterintelligence

You should be deep in at least one and able to learn the others.

• Drive operational results into validated requirements through the appropriate requirements and resourcing processes

• Identify and sequence the funding mechanics for each effort: execution-year money and reprogramming to stand up and expand pilots, unfunded requirement placement to signal demand above the request, and the programming actions that turn one-time money into a recurring line

• Build and own the full artifact chain: programming inputs (POM/IPL and equivalents), unfunded requirement justifications, reprogramming packages, requirement documentation, and out-year/FYDP inclusion

• Map the decision terrain and engage the specific offices and people across programs, commands, and department components who validate requirements and control funding

• Select and exploit the acquisition pathways and transition authorities that compress the timeline from identification of need to resolution of problem, with specific familiarity in rapid-fielding and prototype pathways (e.g., OTAs, CRADAs, and urgent need mechanisms)

• Use congressional touchpoints where they reinforce the internal programming case, sequenced to the mark calendar

• Translate all of it into a single dated transition roadmap and serve as the company's internal authority on resourcing and acquisition mechanics

• You have personally taken at least one capability from no requirement, no vehicle, and no line item to on-contract, then expansion, then a programmed out-year line. Not supported it. Ran it.

• You can name the vehicle, the account, the appropriation, and the fiscal year for each step

• You have spent time in government and then carried that fluency into industry, or you did the whole thing from the industry side at a company whose product had no program of record when you arrived and has one now

• You do not wait for the government to move. You find out exactly what is blocking them and you clear it.

• Granular command of PPBE and programming, unfunded requirement mechanics, and execution-year reprogramming including below-threshold actions

• Familiarity with the accounts and pathways that fund non-traditional intelligence capabilities across defense-wide counternarcotics and global threats programs, special operations, IC acquisition, and investigative funding

• A record of moving capabilities downrange through a mastery of non-FAR channels, tactics, and terrain

• The judgment to tell us early when a pathway is not real, before we spend a quarter on it

• Active or recent S, TS, or TS/SCI. We can sponsor.

• Program office experience owning acquisition milestones and funding lines in a software, intelligence, or special programs portfolio

• Familiarity programming intelligence-flagged capabilities (e.g., MIP, MFP-11)

• Experience at an early-stage defense or national security company