Group Managing Director

Solen Software Group is an investment and operating company that acquires and operates proven software businesses with significant growth potential across a variety of vertical markets, enabling each to become a market leader in its niche. Solen's portfolio spans Human Resource Technology, Fleet Telematics, Asset Management, E-Health, Document Management, and other innovative software solutions. Solen is backed by a group of advisors and investors who have built software businesses of material scale (10–100M in ARR) and have advised many more.

We are at the beginning of a decades-long journey, and every decision we make reflects that long time horizon.

Job Title: Group Managing Director

Location: Remote, United States

Employment Type: Full-time

Company: Solen Software Group

Solen Software Group is an investment and operating company that acquires and operates proven software businesses with significant growth potential across a variety of vertical markets, enabling each to become a market leader in its niche. Solen's portfolio spans Human Resource Technology, Fleet Telematics, Asset Management, E-Health, Document Management, and other innovative software solutions. Solen is backed by a group of advisors and investors who have built software businesses of material scale (10–100M in ARR) and have advised many more.

We are at the beginning of a decades-long journey, and every decision we make reflects that long time horizon.

Two established vertical software businesses, each decades old, profitable, and deeply embedded with the customers they serve. Both sell into government health and human services agencies across the United States. One is the system of recording their staff work every day. The other carries the communication between those agencies and the people they serve.

You will run both businesses as a single operating leader with two P&Ls — hands‑on, with no staff function underneath you and no layer between you and the customer. You'll personally sit in renewal conversations, read RFPs, price deals, and decide what gets built. The mandate is growth and durable profitability, in that order, without breaking two businesses customers have trusted for years.

• Own the annual budget and organic growth target for both businesses — build it, defend it, deliver it
• Own the combined revenue number; build the pipeline and carry a quota until there's someone credible to hand it to
• Build a repeatable go-to-market motion where growth has historically run on relationships, not process
• Take over the sales, renewal, and public‑tender motion in one business as its founder moves into an advisory role, with no coverage gap
• Test whether the two customer bases can be sold to jointly — prove it with signed contracts, or close the question and move on

• Own GRR and NRR at both businesses; understand why customers leave, fix the causes, and run a save motion on at‑risk accounts
• Personally build the relationships at the top 20 accounts across both books

• Own both P&Ls and defend every dollar of spend
• Own the mix between product, sales, service, and administration, and move it as the plan requires
• Manage cash, not just profit — working capital, collections, and deferred revenue are part of the score

• Assess both teams honestly; keep and develop who can grow with the business, address who can't
• Set a leadership structure across the two businesses that people understand

• Set the roadmap for both products against revenue, not internal preference
• Decide whether and how the two products should connect, and what that's worth to customers