Managing Director, Resilience Advisory

Who You Are

You’ve built a service that didn’t exist before. Not a proposal for one - the actual thing: the playbook, the delivery model, the hiring plan, the standard that holds when you’re not in the room. You know the difference between a practice that works because of one person and a practice that works because it was designed to.

You come from the world of managed services, and you carry its instincts. You think in cost to deliver, not billable hours. You know exactly where margin leaks in an advisory model because you’ve found it the hard way, usually about two quarters later than you’d have liked. You’ve held the line with Sales on a scope that would have broken the model, and you were right to.

You’ve sat across from a CISO and earned the room. You can still do it, and you will when it matters. But you’d rather build a bench of advisors who can do it without you, and you measure yourself on how rarely you’re needed.

You’ll join MOXFIVE as Managing Director, Resilience Advisory, owning how our recurring resilience service gets delivered.

MOXFIVE operates at the intersection of high-stakes incident response, technical advisory, and the legal and insurance ecosystems that activate when organizations are most vulnerable. What we learn on the front line of thousands of incidents becomes MOXGUARD, our recurring resilience service, which applies that knowledge to a client’s own environment to evaluate which real-world attack patterns, exposures, and control gaps are relevant to them before the next incident.

The offering exists. The demand is real. What we need now is the engine behind it - a delivery model that is repeatable, documented, quality-controlled, and efficient enough per client to scale as a recurring service rather than a consulting practice. That is this seat. In year one you build it. After that you run it, and you make it better.

To be clear about the shape of this role: you will not carry a revenue number. Offering strategy and pricing sit elsewhere, and that is deliberate. We want this seat’s full attention on building a delivery organization that works - the model, the economics, and the people. If you’re looking for a book of business, this isn’t that seat, and we’d rather say so now.

You will also not be the team’s senior consultant. You’ll stay close to clients through anchor accounts, escalations, and the rooms that genuinely need you. But if you end up delivering full‑time, the playbook never gets written and we’ve both failed.

Delivery Model and Buildout

• Stand up the delivery operating system: service definitions, playbooks, tooling, SLAs, onboarding runbooks, and the templates that make advisor output consistent from one client to the next

• Design the service catalog and the delivery methodology behind each tier, and keep the work on it

• Own quality - review deliverables, coach client‑facing judgment, and define what good looks like in the field

• Build the onboarding path that gets a new client to first value fast enough to matter

Delivery Economics

• Build and maintain the capacity and cost‑to‑deliver model: advisor‑to‑client ratios, utilization targets, and the inputs that make the offering viable

• Know the delivery economics of every service tier cold, and bring that clarity into pricing decisions made upstream

• Instrument the model so margin problems surface as leading indicators rather than quarterly surprises

Team Leadership

• Recruit, develop, and retain proactive advisors - people who can sit with a CISO or a mid‑market IT director and be credible

• Build the ramp path that takes a new advisor to full client load on a predictable timeline

• Lead a team with a culture built on accountability, craft, and the discipline to follow the playbook they helped…