Vice President of Sales, SMB SaaS & Payments

Vice President of Sales - SMB SaaS & Payments

Super Sonic | Tampa, Florida | Full-time

Reports to the Founder & CEO

Comp:
Base Salary of $150,000 to $180,000
, with $250,000 to $300,000 in annual on-target earnings
, inclusive of base salary and target incentive compensation. Final compensation depends on relevant experience and demonstrated success building transactional SMB sales teams. Incentive earnings depend on performance against agreed targets.

About Super Sonic

Super Sonic is a POS and payments platform for independent retailers. More than 3,000 store owners use our software to manage payments, inventory, loyalty, online ordering, and loss prevention, backed by 24/7 U.S.

-based support.

We're hiring a VP of Sales to run our direct-sales organization, make our current team more productive, and recruit and develop the people who will lead our next stage of growth.

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We have two Account Executives today. Our goal is to grow to approximately 30 AEs over the next 18 to 24 months, supported by a productive BDR team and frontline sales managers.

This is a transactional, high-volume SMB sales cycle. Annual contract value averages approximately $5,000, with deals up to $20,000. We sell directly to business owners.

We have targets, performance tracking, a CRM, and sales tools in place. Reps are logging data; we have a pipeline; we have leads; we are dialing, connecting, setting, etc.

We also have working drafts of our sales and leadership playbooks. Think of the current setup as version 0.5: the foundation is there.

We need someone to take ownership, put it into practice, and improve it.

You will manage reps directly  the team grows, you will recruit and develop the managers needed to support it.

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You will sell alongside the team. That means prospecting, working leads, booking meetings, running discovery and demos, following up, and personally closing new merchant accounts.

You will own opportunities through the sales process, not just shadow calls or step into someone else's deal at the finish line.

Work with the same tools and commercial guidelines as the reps. Use your own calls and results to learn the business and demonstrate what good selling looks like.

Recruiting and coaching begin during this period too. After the initial ramp, stay willing and able to sell while making the team's performance your primary responsibility.

Run the team and own performance. You are leading the sales team day to day, with regular call reviews, role-plays, individual coaching, and a weekly forecast. Use and improve our existing tools and draft playbooks. Show measurable progress in the team's priority conversion metrics and address persistent performance gaps. Accountability for revenue growth and qualified pipeline begins after day 30.

Have the first BDR hires onboarded. New hires are working through clear training and ramp milestones. You have an active recruiting funnel with consistent candidate sourcing, interviews, practical sales assessments, and hiring decisions. Recruiting is an ongoing part of your week, not something that stops after filling the first seats.

Put new acquisition ideas into practice. Work with Growth Marketing to launch targeted outreach and referral tests, including recruiting partnership relationships. Track qualified meetings held, opportunities created, and resulting sales. Identify what deserves more effort and what needs to change.

Deliver revenue and pipeline results through the team. Deliver against agreed direct-sales revenue-growth and qualified-pipeline targets. Demonstrate improvement in rep productivity and conversion, not just higher activity or more headcount. The team should advance and close business with less founder & VP involvement, rather than depending on you to take over every deal.

Make recruiting, onboarding, and development repeatable. Maintain a candidate pipeline that supports the approved hiring pace. New BDRs generate qualified meetings, and new AEs build pipeline and close accounts against their individual ramp milestones. Review who is progressing, provide specific coaching, and make timely personnel decisions when expectations are not met.

Execute a clear plan for the next stage of growth. Own a hiring and revenue plan for the next two quarters that connects AE and BDR headcount, start dates, ramp time, lead requirements, coaching capacity, and acquisition costs. Show how that plan supports the goal of approximately 30…