Lead Storyteller

Role

As a Lead Storyteller, you'll lead a team of 8 to 10 storytellers, review every story they create, and make sure only great stories reach an audience.

PlotPointe is built on one belief: there are fundamental laws of storytelling. The laws are already ours. Your job is to make them land. Laws on paper don't tell a single story. Someone has to put them in every storyteller's hands, hold every story to them, and make sure they actually get used. That's you.

You're here to scale what makes a story great, not your own personal taste. The laws aren't a formula or a checklist. They explain why great stories work, and every piece of feedback you give comes from them, not from what you happen to like. When you think the laws are missing something, you don't work around them. You bring it to the team with the stories that prove it, and you help push the laws forward for everyone.

The hard part isn't managing people. It's looking at a story objectively, explaining exactly why it works or doesn't, and teaching it so clearly that your storytellers can do it on their own next time.

Most of your time, about 70 to 80 percent, goes to reviewing stories and training your team. The rest goes to creating your own stories, because that's how you keep your touch and how your team keeps trusting you. Reviewing is the visible part. Studying what worked, building training, and helping each storyteller grow is most of the job.

Responsibilities

• Enforce the laws: hold every story to the laws of storytelling, every time, and never let your own taste decide what passes.
• Review every story: read everything your team creates, every day, and decide whether it's ready for an audience or needs another pass, always with a clear reason.
• Give feedback that teaches: explain what isn't working, why, and how the change makes the story stronger, in whatever form helps each storyteller most: a live session, written notes or a recorded walkthrough.
• Make your storytellers better: train each person on the laws one piece at a time, point them at what they do best, and push them out of their comfort zone on purpose.
• Keep great stories moving: make sure enough stories get through every week that we publish consistently, and push stories that are good enough toward the best version they can be.
• Study what works: look at what the audience actually did, find out why stories worked or didn't, and turn what you learn into lessons the whole company can use.
• Push the laws forward: when you see something the laws don't cover yet, bring it up with the stories that prove it, instead of making up your own rule.
• Build the training: when your whole team keeps hitting the same problem, turn the fix into a guide that shows them how to use the laws better. A guide never replaces the laws or adds your own rules. It explains how to apply them, so what works for one storyteller can scale to every storyteller who walks in.
• Keep creating: keep telling your own stories so you never lose your touch.
• Look after your team: bring new storytellers up to speed, check in with each person, and train someone who could one day take your seat.

Requirements

We don't care about your résumé or your credentials. We care whether you can do the work.

• A storyteller first, who can hold your own with the people you lead.
• Able to explain why a story works, not just feel it. Here, the best explainer leads, not the best storyteller.
• Objective. You'll pass a story you personally dislike when it does what great stories do, and you never reject an idea, only the execution.
• Direct. Your feedback is honest and specific, because being too nice helps nobody.
• A teacher at heart. You'd rather let a mistake happen where it's cheap and teach from it than quietly fix it yourself.
• All in. This is your main thing, not a side job.
• Fast. We move very fast, and you connect what you see across stories quickly.

This role isn't for you if

• You just want to get paid to do a job.
• You judge stories by what you personally like.
• You'd rather bring your own rules than help make the laws better for everyone.
• You'd rather be the best storyteller in the room than make everyone around you better.
• You'd rather fix someone's story yourself than teach them how to fix it.
• You hold back hard feedback because you don't want to upset anyone.
• You think some ideas are just bad ideas.
• You care more about the hours you put in than what your team creates.
• You want AI to do the creative work for you.

Results

• Your storytellers get better every month, and you can show it.
• Your storytellers get so good that they need you less and less.
• Every story that leaves your team is held to the laws, and stories leave fast.
• Your team needs the same feedback less and less, because the training answers it first.
• What you learn makes the laws sharper for the whole company.
• Someone on your team is ready to take your seat.

Schedule

We're an output company, not an hours company, so there are no hour requirements. The work is daily: stories come in every day, and your team counts on fast, clear feedback so nobody waits on you.

What We Live by

Every person at PlotPointe lives by four values. Here's what each one means for a Lead Storyteller.

• People First: We believe stories hold an enormous amount of power.
• They shape what people believe, what they want and who they become.
• So we never do anything that could harm people, and we always put the group before the individual.

• As a lead: your storytellers come first.
• When a story misses, you ask what was missing in the training or the feedback before you ask what was missing in the person.
• You protect every new storyteller's first weeks, and you'd rather your team shine than take the credit yourself.

• Story Is King: Everything we do serves a story.
• When something fails, a bad story is the reason.
• When something succeeds, the story is the reason.

• As a lead: every decision starts with what the story needs.
• No idea is a bad idea.
• You only judge how well it was executed, and you help find the version of it that works.

Intentional and Objective: We know why we do what we do, and we decide by what is true, not by who feels strongest.

• As a lead: a story passes because of the laws, never because of your taste.
• Every piece of feedback you give, you can explain.
• And when you disagree with the laws, you prove it with stories instead of making your own rules.

• Raise the Bar: We aim to do things that have never been done before. The bar is set by what's possible, not by what anyone else has done, and once we reach it, we raise it again.
• As a lead: passing isn't the goal. You push every story past good enough toward the best version it can be, and you keep making the laws and the training better for everyone who comes after you.