**Building and owning an enterprise pipeline. ** You are starting from a largely greenfield territory. There is no warm list waiting for you. You will need to identify target accounts, build a thesis for each, and generate your own pipeline through outbound, network, and channel where relevant. 3× coverage is the floor, not the goal.
Running long sales cycles without losing control. The deals you will work typically take 6 to 12 months. Some longer. In that time, your champion can change jobs, budget can get frozen, a competitor can get introduced at the procurement stage, or the CHRO who loved you gets overruled by a CFO you have never spoken to. Your job is to see those risks before they happen and build a deal structure that survives them.
Multi-threading as a discipline, not a talking point. By the time a deal reaches procurement or legal, you should already know: – Who controls the budget and what their approval threshold is – Who owns implementation and whether they are supportive or just neutral – Who in the buying organisation could kill this deal if they wanted to – Whether you have a real relationship with each of them — not just your champion
Multi-threading is not about collecting contacts. It is about making sure no single person's departure, opinion, or inaction can collapse a deal you have been working for six months.
Navigating regional and global deal complexity. A lot of Intellect's enterprise deals involve a Singapore or regional HQ making a decision on behalf of markets across APAC, or a global HQ with execution owned regionally. You need to know how those decisions actually get made — who has authority, who has influence, where the bottlenecks live — and structure your engagement accordingly. "The Singapore team loves us" is not a win thesis.
Commercial negotiation. You will handle pricing, contract structure, multi-year terms, and procurement processes. You know how to hold margin without being rigid. You understand what to give up and what to protect.
Bringing in internal resources at the right time. Solutions, Clinical, Customer Success, Legal — you know when a deal needs them and how to use them without creating dependency or slowing things down.
**Experience that is relevant, not just long **
7+ years in B2B enterprise sales. You have closed complex, multi-stakeholder deals with meaningful contract values and cycle lengths that required real process discipline. SaaS, HR Tech, or Professional Services preferred. If you have sold into HR, Total Rewards, or People functions, that is directly useful here.
Actual MEDDICC fluency
Not "exposure to" or "familiarity with." You use it. You can walk through a deal and tell us who the economic buyer is, what their success criteria are, whether you have confirmed the decision process or just assumed it, and what the paper process looks like. If those questions make you hesitant, this is not the right level.
**Regional deal experience **
You have managed deals that crossed borders — multi-country deployments, regional vs HQ authority splits, procurement across different regulatory environments. You understand that what works in Singapore does not automatically translate to Indonesia or Japan.
**Executive communication **
You can hold a strategic conversation with a CHRO or CFO without defaulting to a product demo. You write clearly and without filler. You know that a two-paragraph email that is easy to act on is more valuable than a five-paragraph email that requires effort to respond to.
**Honest pipeline management **
Your forecast means something. You do not inflate stages to look good. You surface risk early. Leadership can make decisions based on what you tell them.
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