Senior Manager, Sales

Role: Senior Manager, Sales

Own a Team Number and the Analysis Behind It. 8 to 10 Reps, 2 Products, and a Smaller Version of Every Problem the CRO Has.

What You Own: The Operating Half

• The Number: A pod quota across both products, called weekly and landed quarterly. You own the forecast your leader takes upward, and you own the miss.
• Hiring and Ramp: You interview, you choose, and you own the ramp curve you inherit or create. A rep who takes 2 quarters to reach productivity instead of 1 costs the plan more than a rep who leaves, and the difference is almost always onboarding rather than talent.
• Rep Productivity: Average deal size, win rate by stage and source, cycle length, and attach, per rep rather than in aggregate. You know which single number each person on your team needs to move next, and you can say why.
• Coaching: Every call is recorded. You review them. Weekly 1-on-1s built on evidence rather than impressions, a documented plan for the reps who are not converting, and the honesty to run that plan to its conclusion.
• Pipeline and Forecast: One pipeline definition applied the same way by 10 people. Stage hygiene is your job rather than Revenue Operations' job, because a stage that means 2 things is a forecast that means nothing.
• Live Deals: You are in the room on the deals that matter, and on the calls that are going badly. A manager who never touches a live deal loses the floor inside a quarter.

What You Own: The Strategic Half

• Segmentation and coverage: Which of the 70,000 rooftops are worth a call, and in what order? Finished looks like a target list built from franchise status, DMS, inventory size and buying behaviour rather than from whoever picks up.
• Capacity and ramp: How many reps, ramping how fast, to land the number? Finished looks like a model the CRO can defend line by line in the AOP, with the ramp assumption tested on your own hires.
• The attach curve: What moves Vini attach from under 8% toward 40%? Finished looks like a tested sequence with a measured conversion rate, adopted because it worked on your pod first.
• Qualification and discount discipline: Which deals should we decline, and what is a discount buying? Finished looks like rules the floor follows because the evidence behind them is visible, with the effect on win rate measured.
• Pod unit economics: What does a rep cost to carry, and when does each one pay back? Finished looks like payback and contribution per rep, current enough to inform the next hiring decision rather than explain the last one.

What We Are Looking For

• Consulting-grade problem structuring: You have taken an ambiguous question, broken it into something testable, and reached an answer that survived a client CEO. MBB or directly equivalent.
• Operating time inside a B2B tech company: Consulting on its own is not enough. You have worked somewhere the number was yours and a recommendation was not an acceptable output.
• You want the quota: Not tolerate it. The way this seat fails is someone who loves the analysis and finds reasons to stay off the floor.
• You will get on the phone: Live calls with US dealers, recordings, role-plays with reps, and 2 closed deals of your own inside 90 days. If that reads as a step backwards, this is the wrong seat and we would both rather find out now.
• You build the model yourself: Pod capacity, ramp curve, conversion by stage and source, payback per rep. In a spreadsheet you can defend cell by cell, with no analyst between you and the data.
• You have led people, even 3 of them. What matters is whether you have given hard feedback and had it land, and whether you have moved someone out on time.
• You can hold a room that is nothing like you: Your reps are career salespeople in Gurgaon selling into US dealerships. They will work out inside a week whether you are serious, and a good deck will not help you.
• Speed over completeness: A call at 70% confidence on Tuesday beats a complete answer in 3 weeks. Most of what you decide here you will decide on partial data.
• Discipline: Commitments are met, or renegotiated before they are missed. This is what we will screen hardest for.

Why Take It

The hard parts are done. A product dealers open every day, 2,000+ of them paying, 70+ integrations that took 3 years to build and would take a competitor just as long, retention above 110%, and payback under 5 months. Your reps spend their time selling rather than defending the product. The incumbents are 4 roll-ups running architectures built before any of this was possible, and they are buying AI rather than building it.

Most people who leave MBB for a startup land in strategy or chief of staff, spend 2 years next to the number, and then find that owning one is a different skill they never picked up. This seat gives you both at once, at a size where you can still see all of it: a team, a quota, economics you can model in a single spreadsheet, and questions nobody more senior has already answered for you.

Every problem in the CRO's job appears here first. Hiring, ramp, productivity, attach, forecast, segmentation, and what it costs to get a capacity call wrong. That is where the next layer of revenue leadership at Spyne comes from, and we would rather grow it than buy it.

What We Offer

• Ownership: A real number, a real team, your own hires, and a question the company does not have an answer to.
• Autonomy: Your pod, your ramp playbook, your coaching cadence, and direct access to the CRO on everything set above you.
• Compensation: Benchmarked against senior frontline sales leadership and post-MBB operating roles in India, with the variable tied to pod attainment.
• Equity: ESOP on a business we expect to scale 15 to 20x over the next 2 to 3 years.
• Trajectory: Director and VP seats open as inside sales scales and as the field and enterprise motions get built. Those seats are being created, not vacated.