Vice President of Sales, Large Accounts

We are looking for a VP of Sales, Large Accounts to own and scale our Strategic and Enterprise sales motion. This is a segment leadership role for someone who thrives in building and holding teams accountable — a leader who owns the number through their people, not alongside them. On the Enterprise side, you will lead and develop the team through front line leadership. On the Strategic side, you will take direct ownership of the team while we scale. In both cases, you are deeply active in deal support, inspection, and coaching.

This is not a territory management job. This is a market-making role. Strategic and Enterprise firms are where EveOS becomes an operating decision, not a line-item purchase, and we need a leader who can sell at that altitude and teach others to do the same.

• Lead, manage, and develop a team of Strategic and Enterprise AEs, overseeing Enterprise through managers and directly leading the Strategic team
• Define and own the go-to-market strategy for large accounts — account selection, coverage model, engagement approach, and close process
• Build and maintain a healthy pipeline across both segments with rigor on quality, not just volume
• Own the segment number — you are accountable for bookings, win rates, average contract value, and cycle time across both teams.

• Be actively present in the most strategic deals, providing deal support, coaching in the moment, and escalating your presence when the situation calls for it.
• Drive the full lifecycle EveOS platform conversation — from first discovery through pilot, proposal, and close
• Ensure AEs map every account by practice area, office, and user before the first substantive conversation; hold this as a non-negotiable standard across both segments
• Enforce economic buyer access before any deal enters the pilot stage; this is a gate, not a suggestion
• Build and deploy competitive displacement playbooks 

• Recruit, onboard, and retain high-performance AEs and front-line managers across Strategic and Enterprise
• Build a coaching cadence that develops reps on discovery quality, platform selling, pilot execution, and economic buyer engagement
• Use MEDDPICC rigorously to ensure every deal has competition mapped, decision criteria defined, and a named economic buyer before it enters forecast
• Drive adoption of the Mutual Action Plan framework across all active deals to create shared customer accountability and compress cycle times
• Run tight inspection cadences that surface deal risk early, not at the end of the quarter

• Partner with CS to ensure clean handoffs — every account enters the post-sale motion with a documented practice area and user map
• Work closely with RevOps on pipeline visibility, forecast accuracy, and segment reporting
• Partner with Marketing and PMM on competitive positioning, account-based plays, and large account content
• Provide regular field feedback to Product on what is winning, what is losing, and what is missing in the platform story

• Own the Strategic and Enterprise segment forecast and present it to the CRO with accuracy and confidence
• Contribute to board-level GTM reporting for the segment — pipeline health, win rates, competitive dynamics, and market trends
• Be a voice for the large accounts motion in executive planning, headcount decisions, and product prioritization

• 8+ years in B2B SaaS sales, with at least 3 years leading Strategic or Enterprise sales teams.
• Proven track record building and scaling teams that close complex, multi-stakeholder deals with ACV of $100K–$1M+
• Previous experience building and/or significantly scaling an Enterprise or Strategic sales function. 
• Experience selling into legal, professional services, or workflow-intensive verticals is a strong plus.

• Deep command of what great looks like in discovery, demo, pilot, and close — can identify it, teach it, and inspect for it across a team of AEs and managers
• Comfortable selling a platform story, not a point solution — can articulate the full EveOS lifecycle value and connect it to a firm’s growth trajectory
• Understands that pricing is a consequence of demonstrated value, not the opening of the conversation
• Knows how to run a structured pilot: success criteria defined upfront, economic buyer engaged, hard stop date set before kickoff

• Builds teams that are disciplined, motivated, and coachable — not just individually talented
• Can identify the difference between a rep who needs coaching and a rep who needs to be replaced, and acts on both quickly
• Sets a standard for what great looks like and holds the team to it without micromanaging
• Runs inspection cadences that create predictability, not anxiety

• Vigorous and paranoid in equal measure, working fewer accounts deeper, not more accounts shallowly
• Brings calm and clarity to ambiguity; doesn’t confuse activity with progress
• Direct, low-ego, and relentlessly focused on the outcome
• Has a genuine belief that Eve can transform how plaintiff firms operate — and can make that conviction contagious

• Own the most strategic segment of the highest-growth team at a company with real product-market fit
• Report directly to the CRO and have a seat at the table from day one
• Sell a platform that genuinely changes how law firms operate — the proof points are real and the customers know it
• Competitive compensation, meaningful equity, and a leadership team that values builders over bureaucrats