Vice President Sales

Vice President - Sales, the solution

Global mandate - APAC, LATAM, CIS, MENA

01 Why this role exists

The company has 160+ telco relationships across 80 countries. Voice Solution is live and proven - a reference telecom operator delivered $18M/year within 12 months, a 166% increase in digital revenue, 18% loan uptake, and a complaint rate below 0.001%. The product works. The proof exists. What is missing is a single owner who converts relationships into signed, live deployments across four regions at the pace the asset deserves.

This role is that owner. It is a hunting role with a warm book, not an account-management role. The person we hire will spend most of their year in front of operator CXOs, not in Gurgaon.

Master credential. 80 Countries • 160+ Telcos • $2Bn+ Revenue Delivered. This is the line the VP Sales opens with - verbatim, never paraphrased.

WHAT THE VP SALES IS SELLING

• Voice Solution - network-level interception of zero-balance calls. IVR offers a micro-loan or top-up, the subscriber presses one key, the call completes. The operator earns on a call that previously died.

• Data Solution - zero-balance data session interception. Flash SMS ReConnect page loan or mobilemoney payment data restored in 3-8 seconds. Roughly 4-4.75% conversion.

• The commercial posture - zero CAPEX and OPEX to the operator, capacity-shared, revenue-share upside. The VP Sales must be able to defend this model to a CFO without ever calling it "free".

02 The scorecard

A scorecard is not a wish list. It has three parts: the Mission (why the role exists, in one sentence), the Outcomes (what must be true, measured, by when), and the Competencies (how it must be done, and the culture fit). Hire only against this. Review against this at 90 days and at 12 months.

Mission. Take the solution to the maximum number of telcos across APAC, LATAM, CIS and MENA - converting the company's existing operator relationships into signed, live, revenue-sharing deployments.

Six outcomes. Each one is measured, dated, and owned by the VP Sales. Nothing here is an activity - every line is a result. Note on O1. Ten CXO meetings per region in 90 days is deliberately aggressive. It is the single clearest early signal of whether the person actually has the access they claimed in interview - or was relying on a team to get them in the room.

# OUTCOME MEASURE BY WHEN

O1 Regional coverage First meetings held with a minimum of 10 CXO-level Month 3 decision makers in each region - 40 CXO meetings in total. CXO means CEO, CMO, COO, CTIO, CFO, Head of VAS / Digital, or Head of UNR (User Not Reachable) / Call Completion. Written meeting notes and named contacts logged in CRM.

O2 Qualified pipeline A minimum of 12 operators - at least 3 per region Month 6.

• advanced past first meeting into technical discovery or POC scoping, with an identified champion, a named economic buyer, and a mapped procurement path.

O3 Signed projects 4 the solution projects closed and contracted Month 12.

(Voice, Data, or both) in the first 12 months. Target distribution: one per region. A signed MSA plus SOW counts; a verbal, an MoU, or an unsigned POC does not.

O4 Traffic on network At least 2 of the 4 signed projects live and carrying Month 12

Commercial traffic, not sitting in integration queue. Measured by first revenue-bearing month.

O5 Group leverage At least 2 group-level relationships (for example Month 12

A telecom group, a telecom group, a telecom group, a telecom group, Airtel Africa, a telecom group, a telecom group, a telecom group, a telecom group) opened at group HQ and converted into multi-OpCo pipeline, using the group cross-reference rule.

O6 Revenue trajectory Signed projects carry a credible Year-1 annualised Month 12

Operator revenue case, benchmarked against a telecom group Ghana ($18M/year at scale). Specific ARR target to be set by the Co-founder at offer stage and written into the variable plan.

2.3 Competencies

The traits and behaviours required to hit those outcomes and fit how the company works. This is the how - and it is where most VP Sales hires actually fail.

COMPETENCY WHAT AN A-PLAYER LOOKS LIKE HOW WE TEST IT

CXO access and credibility Has sat across from telco CEOs, CMOs, COOs and UNR / Reference calls with two VAS heads directly - not through a partner, not behind named operator CXOs. a country manager. Sells peer to peer. Can name Ask for the last four operators where a CXO would take an unannounced contracts signed, with call today. signatory names.

Proven closing, not proven Can produce a list of deals personally closed - Deal ledger exercise in presence operator, region, product, contract value, date signed, Round 2. Vagueness here date live. Distinguishes what they closed from what is disqualifying. their org closed.

Revenue-share commercial Has structured and defended outcome-based or Live case: defend a 12- fluency revenue-share contracts, not just licence or CAPEX month revenue-share sales. Can walk a CFO through the split, the floor, the model to a sceptical CFO. true-up, and the exit clause. Never uses the word "free".

Technical self-sufficiency Holds a CTIO conversation without an engineer in the Technical screen with the room - IN / SCP, OCS, PCRF, SMSC / SMPP, DNS the solution delivery override and IP whitelist, data residency. Knows when lead. to stop talking and bring the engineer in.

Numbers-first Leads with exact figures and cites the source. Says Written exercise: a one- communication "$18M in 12 months, a reference telecom operator, 2025 actual" - not page operator business "significant uplift". No adjective survives without a case, marked on number behind it. specificity.

Four-region discipline Runs APAC, LATAM, CIS and MENA to the same Ask for their actual travel cadence. Does not let the easiest region absorb the plan for the first 90 days, calendar. Plans travel in blocks, protects follow-up, region by region. closes loops within 24 hours.

Cultural range Operates credibly across Arabic, Francophone, Probe two markets they Hispanophone, Russophone and Asian markets. Adapts have never worked in. register without becoming casual. Understands Listen for humility plus operator procurement and regulator dynamics differ by method. market.

Bootstrapped operator's the company is 18 years old and has taken no outside Ask what they personally mindset funding. There is no SDR pod, no pre-sales army, no did in the last deal, hour marketing engine generating leads. Builds their own by hour, from first contact list, writes their own deck, books their own meetings - to signature. and treats that as normal.

Intellectual honesty under Reports pipeline as it is, not as it should be. Kills dead Ask for a deal lost at pressure deals early. Says "I lost this and here is what I missed" procurement stage and without prompting. what they would do differently.

03 The first 90 days

The 90-day plan is a hiring instrument as much as an onboarding one. Candidates are asked to present their own version of this in the final round; this is ours, and the gap between the two is informative.

WINDOW WHAT HAPPENS EVIDENCE AT THE GATE

Days 1-30 Product immersion on Voice Solution and Data - Target list of 40 operators with architecture, integration prerequisites, a reference telecom operator numbers, named contacts, signed off by the ReConnect flow, the commercial model. Full audit of the Co-founder. Can deliver the the company's existing relationships across the four regions: the solution pitch unaided. which operators, which contacts, which are warm, which are dormant. Builds the target list of 40 operators, 10 per region, with named CXO contacts

Days 31-60 Outreach at volume and first-meeting execution. Two regional Minimum 20 CXO first meetings travel blocks completed. Group-level approaches opened at held. First technical discovery two operator groups. Early qualification using the six-point scheduled. framework - champion, economic buyer, procurement path, technical fit, timeline, competitive position.

Days 61-90 Remaining two regional blocks completed. Converts meetings O1 met - 40 CXO meetings into scoped POC conversations. Presents a 12-month regional across four regions. At least 4 plan to the Co-founder with named accounts, expected close operators in POC scoping. 12- dates, and the revenue case for each. month plan approved.

04 Responsibilities

• Own the the solution revenue number for APAC, LATAM, CIS and MENA - pipeline generation through signature through go-live.

• Open and hold CXO-level relationships at telecom operators: CEO, CMO, COO, CTIO, CFO, Head of VAS / Digital, Head of UNR / Call Completion.

• Run group-level account strategy - land one OpCo, use the internal reference to compound across the group.
• Structure and negotiate zero-CAPEX, revenue-share commercial agreements through operator procurement and legal.
• Scope POCs with the delivery team: success metrics, exit criteria, reversibility, and the commercial terms that apply from go-live. the company does not run unpaid trials.
• Carry the technical conversation to the point where the engineering team takes over - integration prerequisites, network element compatibility, data residency, regulatory sign-off.
• Maintain an accurate, auditable pipeline. Forecast monthly to the Co-founder with named accounts, stage, value and date.
• • Feed the market back into the product - what operators are asking for, what competitors are pricing, where the deal is being lost.
• Build the regional sales team once the first closes are on the board. Hiring authority follows performance, not tenure.

05 What we require

• 12-18 years in telecom VAS, digital services, or telecom AI sales, of which at least 5 years carrying a regional or multi-country quota.

• Direct working relationships with CEO, CMO, COO or UNR / VAS leadership at telecom operators - in at least two of APAC, LATAM, CIS and MENA.

Relationships the candidate built personally, not inherited.

• Proven closes. A verifiable record of operator contracts personally signed - named operator, contract value, date signed, date live. "Proven" in this JD means documented and reference-checkable, not asserted.
• Revenue-share or outcome-based selling. Has structured at least one commercial agreement where the vendor was paid from the outcome rather than up front.
• Technical credibility with operator network and IT teams - IN / SCP, OCS, PCRF, SMSC / SMPP, or equivalent corenetwork integration exposure.
• Travel. 50-60% international, sustained. Valid passport and a visa history that supports it.
• English fluency. Professional working proficiency, written and spoken.