Head of Sales

WHAT YOU WILL OWN

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The number

• Full accountability for core SMB revenue in APAC: gross revenue, processed

volume and margin, by market and in aggregate.

• Build the quota model from the ground up. Territory and market capacity,

ramp curves for new hires, seasonality, merchant activation lag, and the

difference between a merchant signed and a merchant transacting.

• Set and defend individual, market and team targets each period, and

recalibrate them when the baseline moves rather than when the calendar

turns.

• Own the forecast. Weekly commit, quarterly outlook, and an honest read on

both. We would rather hear a hard number early than a comfortable one late.

Capacity and coverage

• Model what a productive AE actually delivers in each of our markets, and

decide from that where the next hire goes.

• Own coverage design across Singapore, Malaysia and the Philippines: who

sells into which market, from where, and against which segments. Our

current coverage is deliberately lean and cross-border, and you will be the

one to decide when that stops working.

• Make the build, hire, redeploy and exit calls on the team, with reasoning

you can put in writing.

The team

• Manage Account Executives directly and Country Leads as leaders of their

own teams. Set goals for both layers.

• Run the operating cadence: pipeline review, deal inspection, one-on-ones,

quarterly business reviews. Make them useful enough that people would show

up without being told to.

• Hold a high bar. Coach people onto it, and act quickly and fairly when

someone will not get there. Underperformance that goes unaddressed is a

decision about everyone else on the team.

• Recruit. You should be building a bench before you need one.

Player

• Carry a personal number on strategic and larger merchant accounts.

• Be in the room on the deals that matter, and on the ones that are stuck.

• Sell the way you want the team to sell, in front of them.

Commercial ownership

• Own pricing discipline in the field. You will approve exceptions and you

will be accountable for what they cost.

• Work with Product, Compliance and Onboarding on the parts of the funnel

that sales does not control but sales lives with: merchant approval times,

risk-driven rejections, activation friction.

• Own the incentive design with the founders: quota, commission structure,

accelerators and cohort mechanics, and the behaviour each one actually

produces.

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WHAT WE ARE LOOKING FOR

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Non-negotiable

• You have led a sales team before and delivered. Not managed a team while a

tailwind carried the number. We will ask you what your team's target was,

what it landed at, and what you did the quarter it was not going to.

• Direct experience in payments, and preferably SMB payments. A PSP, acquirer,

payment facilitator, gateway, POS provider, or a platform where payments

was the monetisation.

• Real fluency in payments unit economics. You can talk about MDR and

interchange-plus versus blended pricing, scheme and interchange cost, gross

margin per merchant, cost of acquisition against payback period, merchant

lifetime value and churn, and the difference between a high-volume merchant

and a profitable one. This is a filter. Revenue leaders who have never had

to hold a margin line will not do well here.

• You have built a quota model yourself, in a spreadsheet, from capacity

upward. Not received one and cascaded it.

• You have managed managers as well as individual contributors.

• You still sell. Comfortably, and recently.

• You sell the business we actually are. Aligned means you take the company's

goals as your own rather than optimising your team's number against them:

you sell at sustainable pricing, you bring in merchants we can onboard and

keep, and you do not book revenue that Product, Compliance or Support pays

for later. If you have only ever been measured on top line and have never

had to care what happened to the merchant afterwards, this will not fit.

Strong signals

• Experience across more than one APAC market, particularly Singapore,

Malaysia or the Philippines, and an understanding of how differently SMBs

buy in each.

• You have scaled a team through a step change in headcount or in target, and

can describe what broke.

• Hands-on with the CRM and the data. You pull your own pipeline reports and

you do not wait for someone to build you a dashboard.

• You have worked closely with Compliance and Risk and understand that a

merchant you cannot onboard is not a merchant you have sold.

How you work

• You set a high bar and you hold it, including for yourself.

• You are direct. Feedback lands the week it is earned, not at the review.

• You forecast honestly, including when the news is bad.

• You are opinionated about how to sell and you change your approach when the

numbers disagree with you.

• You are close to the ground. You know your team's top ten deals without

looking them up.

• You think like an owner of the whole company, not the head of one function.

You argue your corner with Product, Compliance and Ops, and once a decision

is made you carry it to the team as your own.

• You are candid upward. If you think the strategy or the target is wrong, we

want to hear it early and directly, not in a quarter-end explanation.

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WHAT SUCCESS LOOKS LIKE

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First 90 days

• You have met every merchant-facing person on the team and formed a view on

each one.

• You have rebuilt the quota and capacity model from first principles, and

the founders can follow your reasoning line by line.

• You have a documented picture of productivity by market and by rep, and you

have named where the coverage gaps and the over-investments are.

• You have closed something yourself.

First 12 months

• The APAC core SMB number is hit, and you called it accurately within the

quarter.

• Quota attainment is distributed sensibly across the team rather than

carried by one or two people.

• Gross margin per merchant has held or improved, not been bought with

discounting.

• The merchants your team signs are still transacting two quarters later, and

Compliance and Onboarding would say the quality of what you send them went

up rather than down.

• New AEs ramp faster than they did before you arrived, and you can show the

curve.

• At least one person on your team is ready for a bigger role than the one

they were hired into.

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WHY THIS ROLE

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• It is a real P&L, not a title. You will set the strategy, the structure and

the targets, and be accountable for the outcome.

• You work directly with the founders. Decisions take days.

• The market is large and genuinely underserved. SMB payments in Southeast

Asia is still being sold badly by most of the people selling it.

A meeting lands on your calendar

If they’re a yes, I book the chat. You show up — that’s the whole job-hunt.