SALES & ACCOUNT MANAGEMENT HEAD

SALES & ACCOUNT MANAGEMENT HEAD | FINKRAFT.AI
Location: Mumbai preferred, Delhi or Bengaluru acceptable | Full-time | Level: L5 | Reports to: CEO

ABOUT FINKRAFT.AI

Finkraft.ai is a B2B SaaS company that enables enterprises to maximise GST claims on travel and expense data. The platform automates invoice collection, validation, and reconciliation across airlines and hotels — helping finance teams at McKinsey, BCG, Capgemini, Abbott, and 1,200+ enterprises improve compliance, visibility, and cash recovery. We've recovered ₹300Cr+ in GST claims and are scaling from $1.5M to $10M ARR in 18 months.

WHAT THIS ROLE IS AND IS NOT

This role owns one thing: revenue. New logos and expansion on existing strategic accounts.

It does not own operations. It does not own payments or collections. It does not own product escalations or delivery. Every hour spent on those is an hour not spent closing.

If you are a sales leader who gravitates toward building delivery processes, this is not the role. If you are a sales leader who gravitates toward enterprise relationships, partner networks, and closing complex multi-stakeholder deals — read on.

WHAT YOU WILL OWN IN 90 DAYS

KEY RESPONSIBILITIES

Revenue Ownership — Hunting and Farming

• Own the enterprise revenue number: new logo acquisition and expansion of existing strategic accounts
  
• Personally lead complex enterprise deals: C-suite engagement, multi-stakeholder navigation, commercial negotiation, and close
  
• Maintain a personal pipeline of high-value deals at any time — not delegated, not monitored from a distance, personally owned
  
• Define the hunting playbook for net new logos: ICP, outreach approach, qualification criteria, and deal stage definitions — used by the direct sales team, not just by you
  
• Define the farming playbook for strategic accounts: expansion trigger identification, upsell sequencing, renewal management, and churn early warning signals
  

Partner Ecosystem — TMCs, Big 4, Expense Platforms

• Own the full partner ecosystem: TMCs (BCD, CWT, FCM, SOTC), Big 4 indirect tax practices, expense management platforms (Concur, Happay, Zoho Expense), and other GTM partners
  
• Build and manage a partner manager team: one partner manager per major partner, each owning their partner's pipeline contribution, co-sell motions, and relationship health
  
• Define the partner playbook: joint value proposition, co-sell process, lead sharing protocol, partner enablement materials, and commercial terms
  
• Hold partner managers accountable to quarterly pipeline and revenue targets per partner — not just activity metrics
  
• Personally maintain relationships with senior stakeholders at top 3–4 partners; partner managers own the day-to-day
  

Direct Enterprise Sales Team

• Build and manage the direct enterprise sales team: hiring, onboarding, performance management, and pipeline accountability
  
• Set individual quotas, pipeline targets, and activity metrics for each direct sales team member
  
• Run weekly pipeline reviews: deal stage, next action, blockers, and close date — no deal moves without a clear next step
  
• Coach directly on active deals: call reviews, stakeholder mapping, commercial structuring — not just pipeline reporting
  

SDR and Marketing Alignment

• Own the top-of-funnel strategy: define ICP, target account list, and outreach sequences for the SDR team
  
• Set SDR targets: qualified meetings per week, pipeline generated per month, conversion rate from SDR-sourced to closed-won
  
• Align with marketing on campaign calendar: what content, events, and campaigns support the sales pipeline — reviewed monthly, adjusted quarterly
  
• Ensure SDR and marketing output feeds into the CRM cleanly — no pipeline that cannot be tracked, forecasted, and reviewed
  

PO and Commercial Agreement Management

• Own the commercial terms for enterprise deals: pricing, contract structure, renewal terms, and agreement scope
  
• Align with Finance and Legal on PO processing, agreement sign-off, and commercial exceptions — you bring the deal, you own the commercial clarity
  
• Understand Finkraft's standard agreement terms well enough to negotiate without Legal in every conversation — escalate only genuine exceptions
  
• Track renewal calendar for strategic accounts: no renewal surprises, every renewal engaged 90 days in advance
  

WFH Operating Model

• Manage the full sales team remotely: weekly 1:1s, team pipeline reviews, and performance conversations conducted virtually without loss of accountability
  
• Travel to meet enterprise clients directly — C-suite conversations, QBRs on strategic accounts, and partner relationship meetings require in-person presence
  
• Expected travel: 8–12 days per month across client and partner locations; Mumbai base preferred for proximity to TMC and financial services cluster
  
• Report to CEO weekly: pipeline, forecast, partner status, and team performance — in writing before the call, not during it
  

Scope Boundary — What This Role Does Not Own

• Delivery, implementation, and onboarding: owned by ops and CS
  
• Billing, invoicing, and collections: owned by finance ops
  
• Product escalations and feature requests: owned by BU Head and PM team
  
• Any task that pulls you out of revenue-generating activity for more than 2 hours per week without CEO sign-off
  
  

REQUIREMENTS

Must Have

• 12+ years of B2B enterprise sales with at least 4–5 years in a sales leadership role owning a team and a revenue number
  
• Strong domain background in travel (TMC, GDS, corporate travel) or GST / indirect tax — not general SaaS sales
  
• Has managed Fortune 500 or large Indian corporate accounts as the senior relationship owner — not in a support capacity
  
• Has built and managed a partner or channel ecosystem: signed partners, defined playbooks, and held partner managers accountable to revenue targets
  
• Has personally closed complex, multi-stakeholder enterprise deals at significant ACV
  
• Comfortable owning a WFH operating model with structured remote team management and significant travel
  
• C-suite presence: has sat across the table from CFOs, tax heads, and travel heads at large enterprises and closed
  

Strong Preference

• Existing relationships with TMCs (BCD, CWT, FCM), Big 4 indirect tax practices, or expense platforms (Concur, Happay)
  
• Has sold to CFO, tax, and travel buying centres — understands the political dynamics between them
  
• Prior experience at a startup or scale-up: comfortable without a large support infrastructure, builds the playbook rather than inheriting one
  
• Has managed SDR and marketing alignment as part of a sales leadership role — active ownership, not just awareness