Executive Producer at Pixaera in FR

Who are we?

We are a team of driven individuals who strongly believe in the positive impact gaming and AI will have on the learning world. Today, we're helping enterprise businesses transition from video to gamified learning experiences that far outperform their traditional counterparts. If you strive to work in a creative and high-output environment, read on.

Who are we looking for?

Someone to make our content the best in this industry.

Our players are refinery technicians, data centre engineers and offshore crews. What they learn from us decides whether they go home at the end of a shift. That is a higher bar than entertainment, not a lower one: the work has to be immersive enough to hold someone at the end of a twelve hour shift, and accurate enough to be trusted with their safety. Most training in this sector is neither. We think that is the opportunity.

You own the slate: what we make, whether it is good enough, what it costs us and how fast it gets out of the door. You report to the CEO, the craft leads report to you, and an experienced lead producer drives delivery, so your job is to set the direction, hold the bar and make the people around you better rather than to run a schedule.

If you have been an Executive Producer who owned a game and its team rather than its calendar, you will recognise the shape of this. The difference is what is at stake when you get it right.

You will be responsible for:

The work

• The craft bar. The ambition is that nobody in this industry makes more immersive or more compelling content than we do. You set that standard, you defend it, and you say no when work is not ready to go in front of a customer.
• Staying close to the craft. In your first month you will build a module end to end, and you stay close enough after that to know when something is wrong before someone comes to tell you.
• Content that is right, not just good. Our modules teach people how not to get hurt, so factual and procedural accuracy is a liability question rather than a quality one. You will not do the safety review yourself. You own the function that does, and you build the system that means nothing reaches a customer without it.
• Learning design and curriculum. Our content is keyed to industry safety standards, and that credibility is a large part of what a customer is buying. You lead the specialists who design it and you own the standard they work to. You are not expected to be an instructional designer.
• Localization at scale. We ship in dozens of languages, and voice, locale quality and per-language review are a significant part of what production does. The lead producer runs it. You are accountable for it working.

Go to market

• You are the content side of every significant commercial conversation: what we can build, at what quality, for what investment, on what timeline. Sales and customer success depend on you to make commitments that hold.
• Proposals and bids. Scoping, feasibility and costing for RFPs, statements of work and customer proposals, and the judgement call on what we should not take on at all.
• Vertical plays, partnerships and campaigns that need content behind them, including the demo and prototype work that opens doors.
• Pricing that holds up. Real production costs from your side feed what we quote, so commercial promises are built on what things actually take.

The team

• You lead the content team and you are accountable for what it costs. Hiring, developing and shaping it, with the CEO.
• Leading and coaching the craft leads: art, design, production, learning design and the teams that support them. Your value to them is breadth. You have led across enough disciplines to coach each of them inside their own, and to grow them into owners rather than do their jobs.
• Setting the conditions for delivery. The lead producer owns the schedule and drives it. You own the priorities, the quality bar and the constraints they work inside, and you clear the blockers they cannot.
• Capacity and sourcing. Headcount, contractors and outsourcing partners. What we build in-house, what we buy, and how we flex.

The economics, and how we run

• Running the economics. You own what content costs to produce, the margin on it, and the constant improvement of both — margin and velocity, together, quarter after quarter. Revenue is the go to market team's line; yours is making every module cheaper, faster and better, and being able to prove the curve.
• Outcomes over output. Trainees reached, quality held, and the cost and speed of getting there. You are measured on what the content achieves, not on how much of it we made.
• Owning the systems end to end within content delivery — from intake through authoring to publish. The cost model, the capacity model, the reporting, and the production tooling that makes the work legible and repeatable. The standing mandate is to lean hard into AI on authoring speed: it is the economic engine of this business, and the systems you build are how it compounds. Here that machinery gets built with agents rather than with headcount, and we expect it to keep going that way.
• Efficiency and operational excellence. Cycle time, velocity and throughput are your numbers. You raise AI fluency across the team so that speed and agility come from how people work rather than from working longer.

Who are you?

• You have owned a game, a title or a content slate — the work and the team, not the calendar. Executive Producer, a Senior Producer ready for the step up, Game Director, or a Head of Production who has grown past pure delivery are all plausible starting points. What matters is that you can hold craft judgement and commercial judgement at the same time.
• Broad cross-functional leadership. You have worked across enough of the disciplines, design, art, production, engineering and product, that you can coach the lead of each rather than only line-manage them, and you have managed craft leads without flattening them. The leads here are strong and want to get better.
• You have carried a real budget with consequences attached, and can talk about what you did to move it.
• You have run external development: outsourcers, co-dev partners, contractors, distributed teams across time zones.
• You have worked shoulder to shoulder with commercial teams. You have shaped proposals, scoped deals, and been the person sales brings in when the ask is complicated. You can sit in front of an enterprise customer and say clearly what is and is not possible, without overpromising to be liked.
• You are AI native. Not interested in AI, running on it. You build your own tooling, automate your own reporting, and expect the same from your team. Our content pipeline generates image, video and voice, and much of how this business runs day to day is agent-built. The economics of content are being rewritten by that, and we need someone already living in it rather than planning to start.

Bonus points if:

• You are hands-on technical. If you can build the tool, script the report or wire up the pipeline yourself, you will move considerably faster here than someone who has to ask for all of it.
• You have made a team measurably faster. Not by adding people to it, by changing how it works.
• You have carried a cost and margin line for a title or a content business.
• You have worked on safety, industrial or regulated content, or taken a production line from bespoke to repeatable.

What You Must Be:

• Ambitious about the work itself. You should want to make the best content in this industry, not the most of it.
• Willing to go tactical. There is no staff function to delegate into. If a system this business needs does not exist yet, you build it rather than write a brief asking for it.
• Comfortable inheriting something mid-flight. This is a live slate with live customers, not a clean start.
• Someone people want to be led by. You will inherit capable leads already running their areas, and your job is to make them better. Going tactical means filling the gaps and staying close to the craft, not taking their work back off them.

How do we support and benefit our employees:

• Competitive salary and stock options — everyone shares in what we're building
• 25 days holiday + public holidays
• Pension contribution
• Fully equipped setup from day one (no waiting for laptops)
• Regular company offsites and team socials
• A flat, transparent culture with direct access to leadership

At Pixaera, we're committed to building a workplace where everyone feels respected, supported, and empowered to thrive. We believe that diverse perspectives fuel creativity and innovation, which is why we celebrate individuality and foster an environment of inclusion and belonging.

We're proud to be an equal opportunity employer — discrimination of any kind has no place here. No matter your background, identity, or lived experience, you're welcome at Pixaera.