Partnership Manager

Role overview

Why this role exists

Defence Builder sits at the centre of a complex partner map: grant support from ecosystem players (defence companies, VCs, government programmes), defence agencies, international accelerators, corporate R&D units, and allied-nation programmes. Every partner has a different engagement model, timeline, and set of requirements — and each of them has something concrete they need from an ecosystem like ours.

This role exists to answer one question systematically: what does each partner need, and how does Defence Builder deliver it? That means building a structured map of the partner landscape before anything else — who the potential partners are, what they want, what DB can offer them, and what a deal looks like. Then it means executing: turning that map into active conversations, signed agreements, and revenue.

Key responsibilities

1. Build the partner map — first priority

The first and most important task in this role is building a structured map of the partnership landscape. This is not a passive CRM exercise — it's a strategic analysis that answers:

• Who are the potential partners? (grant providers, defence agencies, NATO programmes, corporate R&D units, dual-use funds, allied-nation accelerators, government innovation bodies)

• What does each partner category need? (deal flow, analytics, co-investment, access to tested companies, co-branding, capability delivery, validated suppliers)

• How does Defence Builder close that need? (via the accelerator portfolio, the fund, the capabilities unit, or a combination)

• What does a partnership deal look like for each type? (MOU, grant agreement, paid programme, consulting engagement, sponsored initiative)

The output is a prioritized partnership pipeline: which partners to approach first, what to offer them, and what success looks like for both sides. This becomes the operating foundation for everything else.

2. Partner relationship management

• Own the full partner lifecycle: initial introduction → agreement → activation → renewal

• Maintain a CRM-style record of all active and prospective partners: status, terms, contacts, next steps

• Run regular check-ins with partners, report internally on partnership health and outcomes

• Represent Defence Builder at relevant events and meetings on behalf of the ecosystem

3. Grant & programme facilitation

• Act as the main point of contact between opportunity providers (grants, programmes, challenges) and DB portfolio companies

• Matchmake companies from each batch to the right partner based on fit — not just availability

• Manage documentation, signature coordination, and compliance tracking for each grant or programme

• Flag issues and blockers early; own the resolution

4. Revenue generation from partnerships

• Identify and close partnership deals that generate revenue for Defence Builder: sponsored programmes, consulting engagements, ecosystem services, co-branded initiatives

• Develop and pitch tailored partnership packages to corporate partners, government bodies, and international programmes

• Negotiate terms, draft partnership agreements in coordination with legal counsel

• Build a sustainable pipeline of partnership revenue

5. New partner development

• Continuously expand the partner map: identify new high-priority targets across Ukraine, EU, and allied nations

• Initiate outreach to corporate innovation units, defence ministries, NATO programmes, and dual-use funds

• Work with the President on high-priority international partnerships and warm introductions

Expected outcomes (first 6 months)

30 days:

• Structured partner map complete: existing partners mapped by status, value, and next step; potential partners segmented by type, need, and DB value proposition

• Introductory calls completed with all active partners

• Pipeline of new partnerships built and prioritized

60 days:

• First outreach to prioritized new partners initiated

• At least one grant or programme cycle running end-to-end for portfolio companies

90 days:

• Partnership CRM live, regular internal reporting cadence established

• First new partner signed or in late-stage negotiation

• Perk system for alumni companies is established (20+ perks & benefits)

6 months:

• Partnership Manager is the primary relationship owner for all external partners

• At least one new revenue-generating partnership closed

• Recognized by partners as a reliable, proactive point of contact for Defence Builder

Candidate profile

Background

• 3+ years in bizdev, partnerships, institutional relations, or programme management

• Experience working with government bodies, grant-making institutions, or defence sector partners

• Track record of closing deals and driving concrete outcomes — not just maintaining relationships

• Familiarity with Ukraine's defence-tech or innovation ecosystem is a strong plus

• Fluent Ukrainian and English — written and spoken

Skills & style

• Commercial mindset — always thinking about how a partnership turns into revenue or value

• Structured thinker — can build a clear map of a messy landscape and prioritize ruthlessly

• Organized and process-driven — can manage 10–15 active partner relationships simultaneously without losing track

• Strong communicator — comfortable engaging with senior officials, founders, and institutional partners in the same day

• Persistent and resourceful — navigates bureaucracy and slow-moving institutions without frustration

• Builder mentality — establishes processes and templates where none exist

What we're not looking for

• Passive relationship manager who waits for partners to come to them

• Someone without experience navigating institutional or government partners

• Pure sales role — this person needs to understand the ecosystem and the companies they're matching partners with, their needs & gaps 

What we offer

• Role at the intersection of defence tech, venture, and Ukrainian national resilience

• Direct access to senior officials, international programmes, and institutional partners across Ukraine and allied nations

• Participation in international delegations, summits, and ecosystem events

• High autonomy to build the partnership function and define its playbook

• Competitive compensation (discussed individually)