Senior Account Executive
Listed on 2026-08-31
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Sales
B2B Sales, Business Development, SaaS Sales, Sales Representative
Senior Account Executive
Some senior AEs are at their best working on a packed pipeline; sharp on qualification, fast to build rapport, curious with discovery, relentless on follow-through. Others are at their best hunting: building their own pipeline from scratch, crafting outbound that engages decision leaders, creating opportunities where none existed.
The ones who do both and consistently, in the same role, quarter after quarter are rare. If that sounds like you, this might be exactly the right next step.
Are you ready to sell something that genuinely matters?
At Semble, we're transforming healthcare professionals with our clinical system. Already trusted by thousands of groups, and used in the care of millions of patients, we're the UK market leader in private primary care and the fastest-growing practice management software provider. Backed by leading investors, we're scaling rapidly, and we need an exceptional Senior Account Executive to help us deliver the mid-market.
LocationThis is a London-based hybrid role. We expect two days per week in our London office, with flexibility for the rest. You should be comfortable with regular customer visits across the UK as part of a normal working week.
The roleAs a Senior Account Executive at Semble, you will own the full sales cycle for mid-market accounts: typically, £16k–80k ACV deals with 30–90 day cycles, often involving multiple stakeholders across clinical, operational, and financial functions. You'll work a balanced pipeline, converting well-qualified inbound leads while building your own book of outreach in parallel. Both matter.
New ARR is your primary metric. You'll report to our Commercial Lead and join a team that's growing in capability alongside a product that's growing in scope. The accounts you win today become some of Semble's most important relationships tomorrow
What you'll own- Your pipeline, not just your inbound queue: A healthy, self-built pipeline that doesn't depend on a single source. You treat inbound as acceleration, not the only route to quota.
- The full cycle, front to back:
From first contact through discovery, solution design, commercial negotiation, and close. You run the deal and take a problem‑solving approach to progressing opportunities through the buying process. - Multi‑stakeholder deals, managed with intent:
You map who holds the budget, who holds the veto, and who needs to see value before anyone else moves. - Forecast integrity: A pipeline you can defend. Accurately staged, correctly qualified, with clear next steps on every active opportunity.
- Discovery that actually changes the deal:
The ability to surface problems a prospect hasn't yet put into words — and connect Semble to business outcomes that matter to the people in the room.
A track record at the mid-market level: 5+ years of B2B SaaS closing experience, with evidence of consistent performance against quota. You've closed deals in the £20k–100k ACV range involving multiple stakeholders.
Self‑sourced pipeline alongside inbound conversion:
You can point to a specific period where a meaningful share of your closed ARR came from opportunities you created yourself. Outbound is part of how you run your territory, not what you do when inbound dries up.
Qualification discipline:
You qualify hard and exit fast when the fit isn't right. Your pipeline reflects reality because you've learned that a bloated pipeline is a management problem, not a safety net. Proficiency with a formal sales methodology (SPICED, MEDDIC, MEDDPICC, Challenger, Sandler, etc)
Commercial craft:
You've co‑authored business cases that actually got presented to the economic buyer - documents you built alongside your champion, shaped around the language and priorities of the person in the room who holds the budget. You can point to specific deals where a well‑constructed business case was the difference between a decision and a delay.
Multi‑stakeholder deal management:
You've navigated deals where the economic buyer, champion, and technical decision‑maker were three different people. You know how to progress the deal across all of them simultaneously without losing control of the…
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