About CoLab

At CoLab, we help mechanical engineering teams bring life-changing products to market years sooner.

CoLab is the AI platform for driving stronger engineering decisions. Every design review in CoLab builds a knowledge repository of design feedback, decisions, and lessons learned - which AI agents draw from to flag issues on future designs before they compound. The more your team works in CoLab, the smarter it gets and the faster you arrive at the ideal design. Companies like Ford, Komatsu, and Johnson Controls use CoLab to catch issues earlier, eliminate rework cycles, and bring products to market faster.

Founded in St. John’s, Newfoundland, CoLab has grown quickly from our first customer in 2019 to a rapidly scaling company. We’ve recently been recognized on Deloitte’s Fast 50™ and Fast 500™, and named a Canadian company to watch by The Globe and Mail and Financial Post.

Role Summary

This role exists to put a number on CoLab's value that is defensible and reliable when reviewed by executives, leaders, and users. You will turn messy customer reality into quantified business cases that move enterprise buying groups, reporting into the Director of Industry Strategy & Transformation with direct exposure to revenue management and account owners.

This is a deal-facing, data-facing, and revenue centric role. You will sit at the intersection of customers and the revenue team, translating workflow friction and engineering rework into dollars a CFO will defend. The right person is part analyst, part operator, part storyteller. Someone who can dig into incomplete data, build a clean model under pressure, and present a financial "why" that closes the gap between interest and signature.

Responsibilities

Deal-Facing Value Modeling

• Collaborate with account teams on discovery to connect customer pain to measurable engineering and manufacturing outcomes: ECO and rework cost, review cycle time, cost of poor quality, vendor coordination, schedule, and reclaimed engineering capacity.
• Build ROI models and business cases rooted in the top line / bottom line / strategic framing, so a case can mature from a champion's belief to finance-grade defensible data without being rebuilt.
• Anchor each case in reality. The number you present should survive a skeptical CFO.
• Pressure test the business cases account teams bring forward, making sure every assumption is sourced, traceable, and tied to the customer's agreed belief or actual data.
• Read the conviction of a deal and match the build to it: strategic belief, validated magnitude, or deep defensible data. Know when to scrub every number and when scrubbing would kill momentum.
• Turn complex, often incomplete data into simple, compelling presentations and executive narratives that move buying committees.