Senior Manager, Global Sales

Position: Senior Manager, Global Sales (US)
Role:
Senior Manager, Sales
Own a Team Number and the Analysis Behind It. 8 to 10 Reps, 2 Products, and a Smaller
Version of Every Problem the CRO Has.
Department:  Revenue, Inside Sales

Reports To:

Head of GTM

Location:

Gurgaon, on site
Work timings:  US hours Eastern
Team Stage:  Series B
Scope:  A pod of 8 to 10 account executives owning team quota.
Key Partners:  Sales Development, Revenue Operations, Product Marketing, Customer Success, Onboarding, Finance, HR

About Spyne
Spyne builds AI software for US car dealerships. Studio AI turns phone-shot vehicle images into retail-ready merchandising in minutes. Vini AI handles the dealership's sales and service conversations: inbound calls, web leads, follow-up, scheduling.
ARR:  $15M+, growing 2.5 to 3x a year for 3 consecutive years
Dealerships live:  2,000+
Revenue from the US:  80%+
Net revenue retention:  above 110%
Gross margin:  above 70%
CAC payback:  under 5 months
Systems integrations:  70+ across CRM, DMS, inventory, service, finance
Team:  200+, primarily India-based
Capital raised:  $25M+ from Accel, Vertex Ventures, and Storm Ventures

The Market Your Team Sells Into
The market is roughly 70,000 US dealerships. The franchised half alone turned over more than
$1.3 trillion last year and produced over $164 billion in service and parts revenue on its own
(NADA). Almost all of it runs on software assembled by 4 incumbents over 20 years of
acquisitions. All of them sell licenses and leave the dealer to hire the people who operate them. Spyne sells the outcome and runs the work with models instead.

Why This Role Exists
The plan is $20M+ by December 2026, $60M+ by December 2027, $150M+ by December 2028.
Inside sales carries around 75% of the 2026 number. The engine is roughly 70 people in Gurgaon selling into US rooftops. It won 2,000 dealers and it still has room. Rep productivity, not rep count, is the metric that has to move. To go deeper into problems such as which lever moves it: who to hire, how fast they should ramp, which rooftops are worth calling, what a discount is actually buying, or why Vini attaches in 1 cycle at some accounts and never at others.

So the job has 2 halves, deliberately in the same pair of hands. You run a pod of 8 to 10 reps
against a quota, and you own a strategic workstream that has to survive contact with the rest of
the org. The pod is where you test what you conclude. The analysis is what stops the pod from
being 10 people doing last year's job harder.

Where Your Number Comes From
New logo Studio, single rooftops.  The motion that won 2,000+ dealers. You have to lift average deal size and tighten qualification at the same conversion rate or better. More dials is not the lever.
Vini inside the Studio cycle.  About 150 of 2,000+ dealers run both products. Reps have to carry both and close Vini in the first cycle rather than a year later. Every conversion is a 5x step in account value at no acquisition cost.
Installed base expansion.  Vini attach sits under 8%. It has to reach above 40% against the accounts your pod already owns, on a measured curve rather than a hope.
Self-sourced pipeline.  Sales Development sets a share of the meetings. The reps have to source a defensible share themselves, so the pod is not capacity-bound by someone else's calendar.

What You Own:
The Operating Half
The Number:  A pod quota across both products, called weekly and landed quarterly. You own the forecast your leader takes upward, and you own the miss.
Hiring and Ramp:  You interview, you choose, and you own the ramp curve you inherit or create. A rep who takes 2 quarters to reach productivity instead of 1 costs the plan more than a rep who leaves, and the difference is almost always onboarding rather than talent.
Rep Productivity;  Average deal size, win rate by stage and source, cycle length, and attach, per rep rather than in aggregate. You know which single number each person on your team needs to move next, and you can say why.

Coaching:

Every call is recorded. You review them. Weekly 1-on-1s built on evidence rather than impressions, a documented plan for the reps who are not converting, and the honesty to run that plan to its conclusion.
Pipeline and Forecast:  One pipeline definition applied the same way by 10 people. Stage hygiene is your job rather than Revenue Operations' job, because a stage that means 2 things is a forecast that means nothing.
Live Deals:  You are in the room on the deals that matter, and on the calls that are going badly. A manager who never touches a live deal…