[Hiring] Head of Sales @Jonas Software

Role Description

To personally drive new business generation for the time being, while leading existing-account commercial management and Customer Success across the portfolio — building a scalable, predictable revenue engine while protecting strong customer relationships. This is a new SLT seat created alongside the Marketing Director as JET's commercial function is split into two dedicated leadership roles. The role carries commercial/revenue accountability and operates as a member of the Senior Leadership Team.

Key Responsibilities

• Revenue Ownership
  • Own the annual new-business and existing-book revenue targets across the portfolio.
  • Develop and maintain accurate sales forecasts and pipeline reporting.
  • Identify risks and opportunities early; create recovery plans when targets are at risk.
  • Report revenue performance to the MD and SLT.

  Success looks like:

  • Predictable, sustainable growth.
  • Accurate forecasting with no revenue surprises.
  • Early identification and management of risk.
• New Business Development
  • Personally own and drive new business sales activity for the time being — prospecting, pipeline build and closing — working alongside the Sales Executive, rather than delegating to a dedicated new-business hire.
  • Coach and develop the Sales Executive, building sustainable pipeline capability independent of account management.
  • Own pricing input, deal structuring and commercial terms for new business.
  • Assess, as pipeline and capacity develop, whether a dedicated new-business hire becomes justified.

  Success looks like:

  • Strong personal sales discipline and improved conversion rates.
  • Healthy, well-qualified pipeline coverage, built without a dedicated new-business hire.
• Account Management & Existing-Book Commercial Ownership
  • Own commercial performance of the existing account book via the Account Director(s).
  • Own existing-book commercial escalations: quoting, forms-edit sign-off and chargeable-item approval.
  • Identify and convert cross-sell/upsell opportunity within the existing book.
  • Advise the MD on the shape and growth of the team as scale requires — including whether and when additional account management or sales capacity is justified — rather than working to a predetermined headcount plan.

  Success looks like:

  • Healthy existing-book growth.
  • Clean, timely handling of commercial escalations.
  • No commercial-decision bottlenecks reaching the MD.
• Customer Success & Retention
  • Own Customer Success: proactive account health, retention strategy and churn prevention.
  • Ensure Customer Success has clear objectives, processes and account-health measures.
  • Ensure customer onboarding, adoption and engagement support long-term retention.

  Note: Customer Success remains a service-led function. The Head of Sales is accountable for retention outcomes, not for converting Customer Success into a sales team.

  Success looks like:

  • High renewal rates and reduced churn.
  • Strong customer engagement and health scores.
  • Expansion revenue from existing accounts.
• Commercial Governance & Operations
  • Maintain discipline around pricing and commercial decisions; own commercial policies and approval processes.
  • Own how the sales team uses the CRM — pipeline process, data entry standards and forecasting discipline — while the Marketing Director owns the underlying platform (build, configuration, automation/AI tooling).
  • Own reporting on sales numbers: pipeline, forecast and revenue performance reported to the MD and SLT, drawing on the CRM/automation platform the Marketing Director maintains.
  • Flag platform gaps, data issues or new system requirements to the Marketing Director rather than resolving them directly.
  • Establish a weekly sales operating rhythm across new business, accounts and Customer Success.

  Success looks like:

  • Consistent commercial standards and margin protection.
  • Accurate, timely sales reporting the SLT can rely on.
  • Clean CRM data discipline within the sales team.
  • A smooth working relationship with Marketing on systems, with no ambiguity about who owns what.

Key Measures of Success

• Revenue Growth
  • New business revenue
  • Existing-book growth
  • Revenue by segment
• Sales Effectiveness
  • Pipeline coverage
  • Conversion rate
  • Forecast accuracy
• Customer Performance
  • Renewal rate
  • Customer retention / churn rate
• Commercial Quality
  • Margin and pricing discipline
  • Escalation turnaround time

Leadership Expectations

The Head of Sales will:

• Be the executive owner of new business, account management and Customer Success outcomes.
• Bring commercial discipline and forecasting rigour to the SLT.
• Build a high-performing, well-coached commercial team across new business, accounts and Customer Success.
• Work closely with the Marketing Director to ensure enablement and campaign activity reflects live pipeline needs.
• Operate as a key strategic partner to the Managing Director on revenue.

First 12 Months Priorities

• Personally build initial qualified new-business pipeline alongside the Sales Executive; assess whether/when a dedicated new-business hire becomes justified.
• Take ownership of existing-book commercial escalations, and advise on what team structure and growth is needed to sustain this as the book grows.
• Establish clear Customer Success objectives, health metrics and a retention/renewal cadence.
• Build a weekly sales operating rhythm (pipeline, forecast, account health) reporting to the MD/SLT.
• Establish a strong working relationship with the Marketing Director.

Reporting & Structure

• Reports to: Managing Director
• Direct Reports:
  • Sales Executive
  • Account Director — top-tier customers
  • Customer Success Manager(s) x2
• Key Executive Relationships:
  • Marketing Director
  • Product Director
  • R&D Director
• Business Unit: Showdata
• Scheduled Weekly Hours: 37.5
• Number of Openings Available: 1
• Worker Type: Regular