Closer / Account Executive

You run consultations against a calendar that is already Q5-qualified before it reaches you. You are not generating your own leads, and you are not cold calling. Every appointment on your calendar has already cleared the qualification stage we call Call Recorded. Your job starts where lead generation ends: diagnose, present, close.

You work in direct coordination with Setters, GTM Specialists, and Risk Reverse Auditors. This is a team sport, not a solo hustle. You are expected to give Setters real feedback on lead quality, and to hand off closed deals cleanly to delivery.

Deal range: $5,000 to $35,000 per client, scaling with your tier.

Dress code: this is not optional. Every client interaction, video or in-person, is professional attire: suit or equivalent business formal. This is a concierge-level sales function representing the founder's own standard. Casual dress becomes available only after you cross a stated deal-volume threshold, at which point you've earned the latitude.

Tools provided: Aircall, Zoom, and access to the Q5 qualification pipeline.

The Three Closer Tiers

Compensation here follows a ratchet, not a flat rate. The better you close, the more of the upside you keep. This is deliberate: the goal is to reward the closers who are actually rare, not pay everyone the same for very different outcomes.

Commission is paid on collected cash, not signed contracts. We don't count money that hasn't landed, and neither should you. Tier movement is earned through performance and tenure, not time served alone.

The Risk Reverse Auditor layer (Senior tier and above): once you're operating at senior level, you become eligible to also sell the Risk Reverse closing-assurance package alongside the core deal. This isn't a separate job. It's an attached upsell on deals you're already closing, and it can push your effective commission on that deal up to 20 percent. This is the single biggest lever available to a Closer here, and it's earned, not given.

The default path into this role is through Setter first. Most people on this track start as a Setter, prove they can fill a calendar with real appointments, and are promoted into Closer from there. This isn't bureaucracy for its own sake. Setters and Closers see the same funnel from opposite ends, and the best closers we've had usually understand what a bad appointment looks like because they used to book them.

If you have real, verifiable prior closing experience, you can move faster, but there's still a process. Come with a track record you can actually reference, and expect a live evaluation, not just a resume review.

Days 1 to 30: daily-to-weekly Zoom accountability. You are shadowing calls, running your first live consultations with a manager reviewing recordings, and getting direct, specific feedback. Not "be more confident," but "you moved to price before you quantified the cost of inaction; do that step next time."

Days 30 to 60: full calendar, tier-appropriate deal sizes, less oversight. The accountability shifts from daily check-ins to results.

Days 60 to 90: you're evaluated for tier movement based on close rate, collected revenue, and how you've handled the deals at the edge of your current tier's comfort zone.

Some travel is possible during this window, and you'll be looped into founder-run workshops occasionally, alongside the founder directly.

Leadership at Black Swan Ventures Group is not a function of tenure, title, or sales performance. It is evaluated separately, continuously, and much more strictly than the job itself.

Being excellent at your job does not entitle you to lead people. A closer who breaks every record in the company has no more claim to a Head of Sales seat than someone who has never made a cold call, because the two jobs measure different things. One measures output. The other measures judgment, composure under pressure, and the ability to make other people better. An entry-level hire with strong emotional intelligence and zero sales experience has a real path to leadership. A top performer with poor judgment does not, no matter how much revenue they close.

If you're good at your job, you stay good at your job, and you get paid more for it. That is a complete outcome here, not a consolation prize.

Every employee has the right to choose who they report to, and the right to raise a dispute about leadership they believe is toxic or unfit. We do not tolerate toxic leadership in any form. If someone is highly skilled but cannot work productively under the standing leadership structure, they report directly to the founder until a fit is found, not to someone they cannot work with.

Leadership roles are held under more scrutiny than any other position in the company, not less. They can be lost. They are not permanent once granted.