About the rolePost-sales at Terminal is NOT a support function - it is our primary growth engine. Our model compounds through the retention and expansion of existing customers, not through new logos, which makes this role the commercial engine of the company's growth.
We're hiring our first Strategic Account Manager to own the commercial outcome: scaling, expansion and renewal inside Terminal's enterprise accounts. You won't inherit an account-planning system or an expansion motion; rather, you'll have the opportunity to build them. Working in a dedicated pod with a Customer Success Manager and a Customer Engineer, you own the executive relationship, the account plan, and the value, and you build the system that every Strategic Account Manager after you will inherit.
You own the number. In a high-net-dollar-retention business, that means running a disciplined scaling and expansion motion rather than hoping happy customers will grow: a documented thesis, a named budget owner, and realistic timing for every enterprise account in your portfolio. You lead the pod commercially and hold the executive relationship. You report to the COO, and the CEO reviews and countersigns commercials while you ramp. This is a senior, high-accountability role: we're hiring someone who has owned enterprise scaling, expansion and renewal portfolios specifically, not something adjacent.
What you own, and what you don'tYou own three things:
- The number: renewal and expansion forecast for every account, and the account plan that gets you there. The pod's commercial accountability sits here and only here.
- Executive relationships: the exec sponsor relationship, the stakeholder map, and the renewal runway surfaced and worked long before the commercial conversation.
- Pricing proposals and order-form negotiation: you apply Terminal's pricing framework to real deals and lead the negotiation to signature.
You do not own day-to-day technical delivery or implementation (the Customer Engineer), or adoption mechanics and success-plan execution (the Customer Success Manager). You apply the pricing framework; you do not invent it: packaging and non-standard terms are the CEO's, and non-standard requests escalate immediately. The pod model exists so each role can go deep rather than broad. Role clarity is a feature, not a limitation: if you find yourself doing someone else's job, your job is to name it, not absorb it.
1) Own the number: scaling, expansion and renewal forecast- Own the scaling, expansion and renewal forecast for every assigned account, and build and maintain the account plan from day one; the commercial system of record.
- Run the structured scaling and expansion motions every four weeks per enterprise account: line-of-sight use cases, unlock conditions, realistic timing, and the budget owner on the customer side.
- Lead pricing proposals and order form negotiations; escalate non-standard terms to the COO and CEO when needed.
Proposed ways to measure success and progress
- Scaling: growth in the active number of connected vehicles within the current business unit
- Expansion: expansion ARR closed against a live forecast, not opportunistic upside.
- Retention: NDR cohort for your assigned accounts sustained and growing.
2) Own executive relationships and the renewal runway- Hold the executive relationship: bi-weekly/Monthly executive check-ins, and a stakeholder map you re-map within 10 days of any champion departure.
- Activate the 180-day renewal runway the moment risk signals appear, including champion change, competitive evaluation, and sustained under-utilization, rather than running a 90-day scramble.
- Build the renewal and expansion strategy into the account plan 6 months before each renewal date.
Proposed ways to measure success and progress
- Every enterprise account has shared its 12-month telematics roadmap with Terminal - the partner signal.
- Renewals closed on time with strategy documented, not improvised.
3) Build the founding Strategic Account Manager playbook- As the first SAM, co-author the account-plan template and the expansion forecast model alongside the COO in your first 90 days.
- Establish the commercial workflow that every future SAM inherits: renewal dates, expansion pipeline, stakeholder maps, and pricing exceptions.
- Build the system that every Strategic Account Manager hired after you inherits.
Proposed ways to measure success and progress
- Playbook: v1 account-plan template and expansion forecast model shipped within 90 days.
- Pipeline: a live expansion forecast entry for every enterprise account in Attio.
What we're looking forThis is a senior, high-accountability role at a company that has reached product/market fit and is scaling. We're not looking for someone who has done something adjacent; we need someone who has done this specifically:
- You've owned enterprise renewal and expansion portfolios ($1M+) at a technical product company: data infrastructure, developer platforms, or similar, not a horizontal SaaS tool - and can point to the expansion ARR and NDR you drove.
- You can hold a commercial conversation with a Fortune 500 VP of Technology without the CEO in the room: land the value, frame the price, and negotiate the order form.
- You run a disciplined expansion motion, not an opportunistic one: documented thesis, named budget owner, realistic timing. "The customer seems happy and might expand" is not a forecast to you.
- You understand data pipelines and API products well enough to tie a commercial expansion to a real technical use case, and to know when the CE needs to be in the room. You don't need to build them.
- A high-urgency operator: you set the commercial drumbeat, manage the renewal runway early, and hold the executive relationship through change.
Bonus points- Domain exposure to telematics, fleet, insurance, or logistics.
- You've built or operated a structured account-planning or expansion-forecast system and have opinions about what makes one work. You know the difference between a forecast and a hope.
- Experience at companies like Snowflake, Databricks, Twilio, Stripe, Segment, or Fivetran - the right peer group.
What success looks likeIn the first 90 days
- Own the account plan, renewal date, expansion forecast, and stakeholder map for your assigned accounts, and establish the executive cadence with each.
- Partner with the COO and CEO to ship v1 of the account-plan template and expansion forecast model.
- Have a live expansion forecast entry in the pipeline for at least one account.
In 6-12 months
- Run the expansion motion independently across the book, with the CEO reviewing rather than leading on deals under $500K.
- Close expansion against a documented forecast and sustain NDR across your cohort.
- Have every enterprise account on a documented renewal strategy with the exec relationship healthy and mapped.
- Establish the repeatable SAM playbook every future hire inherits.
Practical details- Location: Toronto-based.
- Travel: as needed for customer and executive meetings (up to 15-25%, vast majority to the US).
- Reports to: COO (who leads Terminal's post-sales function). Leads a dedicated account pod commercially alongside a Customer Success Manager and Customer Engineer; the CEO reviews and countersigns commercials during ramp.
Compensation- On-target earnings: $220,000-$260,000
- Meaningful equity, plus the benefits below.
- Variable is tied to the expansion ARR closed and the NDR cohort for your assigned accounts. The structure is defined before you start - you won't be negotiating it in your first week.
Benefits- Strong compensation and equity packages
- Brand new MacBook and computer equipment
- Top-tier health/dental benefits and a flexible healthcare spending account
- Personal spending account for professional development, fitness and wellness
- Four weeks paid time off + statutory holidays
- In-person culture with an office located in downtown Toronto
The interview process- Intro call with COO (30 min)
- Skillset assessment interview (60 min)
- Case Study + QBR/expansion presentatio (72 hrs prep + 60 min)
- Onsite culture loop + final (180 min)
