Customer Engagement Manager

Account Architect At Auger, top of funnel often starts with our founder and executive team. Your job is not to open doors. It's to map what's behind them. Enterprise supply chain deals aren't won with one executive conversation. They're won by navigating VPs, Directors, IT leaders, and operational ownerseach with distinct incentives, risks, and definitions of success. You build the internal account map. You identify stakeholders, diagnose where coordination is breaking down, and create the conditions for our technical team to deliver precise value. You report to our Head of Sales in a founder-led organization where your work determines which deals close and why. This is an AE-in-training role without superficial quota pressure. You're learning how eight-figure enterprise deals are built by architecting them. What You'll Do Map buying committees within global large enterprise accounts. Identify champions, economic buyers, technical owners, and blockers. Understand reporting lines, influence paths, and decision dynamics. Develop deep account intelligence once a lead is in motion. Research each enterprise thoroughlyits business model, supply chain footprint, systems landscape, recent earnings calls, org structure, and strategic priorities. Know the account inside and out so every conversation is informed, specific, and grounded in the customer's reality. Conduct targeted discovery conversations to surface supply chain coordination failures. Translate vague symptoms like "inventory is too high" into concrete system-level issues: SAP not synchronizing with Manhattan WMS, creating multi-day execution lag. Connect operational pain to economic impact. Prepare concise dossiers for Auger's technical team before every stakeholder conversation. Document the politics, risks, and where Auger fits. Eliminate cold restarts and redundant discovery. Build relationships at Director and Senior Manager levels. Create internal alignment before executives engage, so founder-led meetings focus on decisions, not education. Synthesize fragmented observations into coherent narratives. Help the team see the deal clearly before it's fully formed. Run every account with disciplined engagement cadence. Track interactions, decisions, and open threads with precision. Always know the next action, the owner, and the objectiveand recalibrate the plan as the account evolves. Use on-site and industry event engagement to deepen relationships, surface stakeholders, and deliberately move accounts forwardturning conversations into momentum and progress down the pipeline. Who You Are You bring credible supply chain domain expertise. You're energized by diagnosing complex organizations, not just hitting activity metrics by following a playbook. You think like a consultant, not a sequence operator. You understand enterprise sales as a long game. You know how to add value over months without being transactional or noisy. You can structure messy information into clear accounts of who matters, what's broken, and why it matters now. You've done SDR or BDR work before, ideally 1-2 years in enterprise software. You know the difference between surface-level discovery and understanding how decisions actually get made. You're comfortable operating beyond BANT. You focus on economic impact and power structures, not just budget and authority checkboxes. You want direct access to how deals are really built. You're here to learn, not to coast. We hire for trajectory, not just credentials. If you don't check every box but know you belong here, apply anyway. Who Struggles Here If you need high-velocity metrics and constant validation, this isn't it. If you prefer transactional outbound over strategic account development, you won't thrive. If you can't synthesize complexity into clarity, this role will frustrate you. How to Apply Complete the following exercise to complete your application. Upload it in the application workflow or simply email View email address on click.appcast.io with "SDR Account Architect" in the subject and include your resume. Pick one Fortune 500 company (Target, Home Depot, BASF) and answer in 3-5 bullets: Which three stakeholder roles (by title) must we win to drive a real decision? What is one likely coordination failure they're facing right now? How would you approach a Director-level contact to map the account before engaging their VP? We care less about perfect answers than how you structure the problem.