Director, Government Sales

Beacon builds AI products for government transportation agencies — systems that help them make use of the millions of engineering documents, construction records, and operational files they have accumulated over decades. That material holds most of what an agency knows about how it builds and operates, and while most of it has been digitized and is theoretically reachable, almost none of it is easily accessible.

It’s a needle-in-a-haystack problem.

Our work is in production today at state agencies, with people who will speak to the results. We hold contracts through cooperative purchasing vehicles, and the demand we see is well ahead of our ability to engage with those who need it.

That last part is the reason for this role. Sales at Beacon currently runs through the CEO, alongside everything else a founder does. The work of helping an agency find a clean path to purchase — often the real obstacle, more than any question of value — takes real effort and gets less attention than it deserves.

We are hiring someone to carry that. It is a rare assignment: a product that is already working in the field, a market we understand well, and significant untapped opportunity.

• A focused set of agencies. You'll have a clear patch to work — a mix of conversations already underway and agencies we haven't reached yet. We'll agree on it together when you start and revisit it as the territory grows, because we can’t see a year out from here.
• Moving agencies from interested to under contract. The hardest part usually isn't convincing an agency of the value. It's working out, with them, a purchasing path that fits their rules and their calendar. Doing that well, deal by deal, is the highest-value thing you can do here.
• Closing, and handing off. The work you sell is delivered by people who aren't you. You won't be the project manager, won't sit on the delivery team, and won't be the agency's day‑to‑day contact once work starts. Your job the day a contract is signed is to be most of the way into the next one.
• Your own pipeline generation. There's no SDR team and no inbound queue to work. What you have instead is a product that demonstrates well, results you can point to by name, a marketing function mapping the ground ahead of you, and advisors — including a former state DOT director — who know this community and will make introductions.
• Knowing when to bring in the CEO. You run the day‑to‑day and bring him in where he helps — the executive meeting, the difficult question, the close. Senior enough to carry most conversations alone, candid enough to say when it's time.
• Your deals stay your deals. Some relationships are long‑standing and founder‑led. Those stay with the CEO, and we'll share that short list before you accept. Everywhere else, his involvement in your accounts is ordinary course — he'll join calls, take meetings, help you close — and you earn full commission on those deals regardless. We're not going to nickel‑and‑dime who was in the room.
• Field intelligence. Every lost deal and every “not yet” is product feedback, and you sit close enough to the executive and product team that the feedback changes what we build.

Our marketing function maps the purchasing landscape — which cooperative vehicles each agency can use, which contracts we're already on, where the openings are. That work is theirs, and it's active: we already run multimillion‑dollar contracts through it.

What's yours is using those cooperative vehicles. When your account needs the specifics run down — which vehicle, which contract number, what the agency's own rules require — that's your deal and your commission, and you'll chase it with smart questions to the people who have the map.

Writing the…