Description:
You are a SaaS sales leader with deep SDR management experience and 2–4 years managing managers under your belt. You're ready to be a senior sales leader's second-in-command — strategic enough to absorb leadership priorities, operational enough to translate them into SMART goals and execution plans, and accountable enough to make sure things actually get finished. You can step into your leader's shoes when needed and represent the team credibly to senior leadership.
You own direct relationships with your managers — you run their 1:1s, calibrate their coaching, and build the accountability loops that make sure changes land across every rep on every pod. You lead with data, but you don't hide behind it; you spend real time on the floor, listen to calls, and pressure-test the pitch. You're comfortable rolling strategic initiatives out across a large manager/rep org and driving them to completion, not just to launch.
You're at home in a fast-moving startup environment, you operate with a bias for action, and you're passionate about making the impact of high-quality education for every child.
What You'll Do
- Be the Second-in-Command: Serve as the second-in-command to the Sales Director Pakistan; own day-to-day execution while your leader stays focused on strategy. Step in for the Sales Director when needed — in leadership forums, US partner conversations, and tough team moments.
- Own Direct Manager Relationships: Run direct 1:1s with 3+ frontline Sales Managers; set expectations, calibrate their coaching, build their development plans, and hold them to a clear performance bar. Do not rely on shared or skip-level rhythms to develop your managers.
- Translate Strategy into Execution: Absorb leadership priorities and convert them into SMART goals, structured cadences, and accountability loops that land across the full manager/rep org of 25–30 SDRs. Roll strategic initiatives out across the team and drive them to completion.
- Run the Operating Engine: Run a tight operating cadence — weekly pipeline reviews, monthly performance reviews, QBRs, ramp plans, attrition tracking, and forecasting. Use SFDC and conversation intelligence (Gong) as the basis for coaching, staffing, and forecasting calls.
- Develop the Next Layer of Leaders: Coach managers on coaching; develop a manager bench from high-performing ICs; create the structured development pathways that make Islamabad a place where sales leaders grow.
- Partner Cross-Functionally: Collaborate with our Go-To-Market (GTM), Operations, and Enablement teams — and with US-based sales leadership — to improve lead flow, inform GTM strategy, and ensure the Islamabad team is equipped to win in the US market.
- Champion brightwheel Values: Lead by example across key leadership principles — Take Ownership, Think Critically, Move Fast, Deliver Value for Customers, and Get Better Every Day.
What You've Done
- Manager-of-Managers Experience in SaaS: 2–4 years managing managers in a SaaS sales environment — required, not preferred. You've owned the development of frontline managers, not just reps, and you can name the managers you've grown to next-level scope.
- SDR Leadership Background: You've specifically led an SDR motion at scale — not just AE or full-cycle teams. You understand the unique dynamics of a high-volume SDR floor and what it takes to make it perform consistently.
- Second-in-Command Readiness: You've operated as a second-in-command (or you're clearly ready to). You can temporarily cover for a Sales Director — including in front of senior leadership — and you operate with the strategic context to make calls in their absence.
- Strategic Judgment + Operational Rigor: You translate strategy into SMART goals, cadences, and accountability loops. You drive things to completion — not just to launch — and you're disciplined about inspecting for follow-through. You're not just an executor and not just a strategist; you're the person who turns direction into reality.
- Owns Direct Manager 1:1s and Accountability Loops: You build direct relationships with your managers and run their 1:1s yourself. You set the expectations, build the structured development plans, and hold managers accountable to a clear bar.
- Data-Driven Operating Leader: Highly skilled in using data to inform coaching, staffing, and forecasting decisions. Deep fluency in SFDC and comfort with conversation intelligence tools (Gong or equivalent). You can defend a forecast and identify the specific levers to close any gap.
- Cross-Functional Communicator: Excellent at building trust, influencing across functions and across time zones, and creating alignment with US-based stakeholders. You can credibly represent the Pakistan team in front of senior US leadership.