Panel Architect

United States – US-based appointment

Interim strategic assignment – 90 days

RealityMine provides consented behavioural intelligence. Its next phase of US growth requires dependable participant access and reusable longitudinal data assets, combining measurement technology with a compelling participant proposition and secure data rights.

The Panel Architect will turn this ambition into commercially viable options, deal structures and a quantified investment case. The approach is partner first, build selectively and consider acquisitions where evidence and capital justify them. Control may come through contractual rights and dependable access, as well as ownership.

This role is separate from Panel Operations and works alongside it. The Architect recommends; the CEO and leadership team decide. Day-to-day panel delivery remains with Operations, and participant product delivery with Product and its B2C Product Owner.

Five key accountabilities

1. Define the US participant access and rights model. Translate existing-account demand and new opportunities into scale and timing requirements. Specify what RealityMine should own, control or access through partners, including profiles, continuity, consent, multi-client reuse and data-type exclusivity.

2. Build the economic model personally. Develop the existing Finance baseline into investment-funded and self-funded scenarios. Test recruitment, activation, retention, productive participant costs, deal timing, minimum viable scale and reuse across contracts; quantify capital needs, margins and sensitivities.

3. Structure and evaluate commercial options. Recommend partner, selective-build and acquisition routes, including co-investment or JV structures. Develop negotiating positions on rights, pricing, quality and continuity with CEO-led commercial teams; shortlist a credible fallback supply partner.

4. Set participant proposition requirements and tests. Assess why successful mobile panel models work. Define the value exchange, multiple earning opportunities, native SDK integration and recruitment-to-retention requirements with Product, Technology and Operations; specify baselines, pilot measures and decision rules.

5. Deliver the decision and execution framework. Present the CEO with a prioritised recommendation, quantified capital case, capabilities and organisation requirements, risks, milestones and handover. Work with People and programme management on the implementation roadmap and permanent resourcing.

Candidate profile

A senior strategic operator with recent behavioural, passive measurement or app-based participant data experience, strong US market context and an ability to challenge established supply models. Panel knowledge is necessary; practical deal structuring and financial modelling are equally important.

Likely career backgrounds

The strongest candidates are likely to come from one or a combination of the following:

• Behavioural data and mobile panel businesses: commercial strategy, corporate development, partnerships, product or general management roles with responsibility for participant assets and their economics. Illustrative source organisations include MFour, Prodege, Sago and Luth Research.

• Consumer rewards, cashback and receipt apps: leaders who have built permissioned mobile participant relationships, acquisition and retention models, or data monetisation partnerships. Illustrative sources include businesses such as Fetch, Ibotta, Pogo, Shopkick and Upside, alongside Prodege’s rewards ecosystem.

• Data platforms or measurement businesses: leaders who have structured partner-operated assets, SDK distribution, data licensing or multi-client data products, with direct experience of consented consumer data and participant economics.

Relevant seniority may include VP/SVP, General Manager, Head of Strategy, Partnerships or Corporate Development, or a Senior Director with equivalent scope. A founder or independent interim executive could also fit. Evidence of recent hands-on delivery matters more than title or tenure.

Essential experience and capabilities

• Personally builds robust financial models and investment cases; can model a JV, challenge assumptions and explain the economics clearly to the CEO, board and investors.

• Structures supplier and strategic partnership deals, balancing data rights, consent, exclusivity, reuse, channel control, pricing and continuity with the value offered to partners.

• Understands US participant recruitment, activation, productive retention, incentives, data completeness and the commercial effects of onboarding and permission friction.

• Connects consumer product and mobile SDK requirements to commercial outcomes, including multiple earning opportunities and acceptable use of several capture technologies.

• Has designed or scaled participant or data assets supporting several customers and products, and can evaluate build, buy and partner trade-offs.

• Works effectively across Commercial, Finance, Product, Technology, Operations and People; moves quickly from incomplete evidence to testable options and decisions.

90-day assignment: staged outputs

Build on the CEO, Finance and Operations baselines. Deliver decisions, commercial structures and an execution plan; scaled delivery and longer-term pilot results may extend beyond 90 days.

Days 1–30 | Diagnose and define

• Establish demand by use case and timing, keeping committed business distinct from prospective growth. Define owned, controlled and partner-accessed capacity.

• Define consent, control and exclusivity with commercial and legal input: shared participants, permitted multi-client use and negotiated data rights by type/category.

• Explain successful panel models through hypotheses and available retention, productivity, completeness and cost baselines. Agree pilot measures, decision rules and priority partner terms.

Days 31–60 | Model and compare

• Model both funding routes, testing overlap across contracts, viable scale, demand timing, recruitment and activation ramp, economics and capital needs.

• Compare partner, build and acquisition routes on control, speed, economics, native-app reach, rights and integration. Shortlist a fallback partner; assess participant-transfer scenarios without assuming completion or reuse.

• Agree participant requirements with Product, Technology and Operations, testing native SDK versus companion-app approaches and multiple earning opportunities.

Days 61–90 | Recommend and hand over

• Present the CEO recommendation, quantified capital/use-of-funds case and commercial structures for leadership decisions or negotiation.

• Recommend the operating model and people investment with People leadership, defining responsibilities for strategy, product, operations and programme management.

• Hand over a roadmap with owners, milestones, risks and funding triggers, distinguishing immediate actions from investment-dependent commitments.

What success looks like

Leadership can decide how to secure US participant access, what rights to negotiate, which partners and investment route to pursue, and what is required to execute. Commercial structures advance and assumptions become measurable.

Agree baselines and targets for opt-in, productive retention, incentive cost per productive participant-month, data completeness, reuse rights, cross-contract overlap and returns. Track longer-term retention after handover.

All new growth planning is US-focused. International supply is considered only where client-driven and partner-delivered, with continuity managed by Operations.