Account Executive - Enterprise Supply Chain

About the Role

You own and close seven to eight-figure deals with Global 2000 enterprises where supply chain velocity determines competitive survival.

Executive interest often starts with our founder‑led motion. Your job is to turn high‑level buy‑in into signed contracts. You lead a pod—Strategic SDRs who map accounts and Supply Chain SMEs who provide technical depth—to convert opportunity into revenue.

You report to our Head of Sales. You own the bottom of the funnel, conversion. You partner with our legal team to get deals done. You win when enterprises commit to fundamentally change how they operate.

What You'll Do

Drive executive conviction. Run discovery at the VP and C‑suite level. Diagnose operational failures and quantify their P&L impact. Connect technical system lag—SAP not synchronizing with Manhattan WMS—to business outcomes the CFO cannot ignore.

Lead the pod. Direct our Strategic SDRs to map buying committees and surface coordination failures. Deploy SMEs to prove technical value. Ensure validation translates to executive buy‑in and contract momentum. You orchestrate resources to close deals.

Navigate enterprise politics to eliminate obstacles. Identify and neutralize the silent no. Build consensus across supply chain operations, IT, finance, and procurement. Understand who holds real power and how to move them from interested to committed.

Manage the path to signature. Negotiate complex commercial terms. Partner with Auger's legal and executive teams to structure deals that work for both sides. Drive stakeholders through final approvals. You own conversion from opportunity to contract.

Forecast with precision. You operate in six to twelve‑month sales cycles with large deal sizes. The business needs to know what's closing, when, and at what value. You own the accuracy of your forecast and your ability to deliver it.

Refine the playbook. You're defining a new category. What closes deals with one enterprise won't work with the next. Document what converts, identify repeatable objection handlers, and help build the methodology that scales the sales engine.

Who Succeeds Here

You've sold supply chain technology for 5+ years, closing enterprise deals into supply chain operations, logistics, or manufacturing buyers. You've sold WMS, TMS, supply chain planning, or ERP systems. You don't just sell software. You understand the bullwhip effect, safety stock strategies, and lead‑time variability.

Even better: you worked in supply chain operations or consulted on supply chain transformation before moving into sales. You've lived the coordination tax. You managed distribution networks, ran S&OP, or led supply chain projects at scale. You hold credible conversations with VPs of Operations because you've managed it, not just sold software about it.

You've closed complex enterprise software deals successfully. At least $1M+ in annual quota attainment over multiple years. You know how to run six to twelve‑month sales cycles with multiple stakeholders, technical validation, and executive sign‑off. You've done it repeatedly.

You're a strategic closer. You take account intelligence, technical resources, executive engagement, and customer politics and turn them into signed contracts. You know when to push, when to wait, and when to walk. You don't rely on hope.

You lead teams without needing consensus. You direct SDRs and SMEs to execute your deal strategy. You're comfortable owning outcomes and holding others accountable.

You operate with intellectual honesty. When a deal is stuck, you diagnose why and fix it. When a prospect isn't real, you disqualify early. When something isn't working, you say so.

You thrive in high‑bandwidth, collaborative environments. You recognize that eight‑figure deal strategy happens faster at a whiteboard than over Slack.

Who Struggles Here

• If you're used to short sales cycles and transactional deals, this will frustrate you.
• If you've never sold into supply chain operations and don't understand the domain, you won't earn credibility. Surface‑level product knowledge won't carry you here.
• If you need a mature sales organization with established processes and constant enablement, we can't provide it yet.
• If you prefer facilitating consensus over driving decisions, this isn't the place.
• If you haven't successfully closed complex enterprise deals before, you won't have time to learn here.