Sales Role (Multiple Positions)

Overview

You sell DOSS's modular ERP platform to enterprises in consumer goods, manufacturing, food & beverage, and distribution. This means convincing CFOs, COOs, and VP Operations to replace their existing ERP (or cobbled-together systems) with a newer, more flexible platform. Deals are technical, involve 5-10 stakeholders, and require multiple demos, POCs, and procurement reviews.

Role Snapshot

Company Context

Stage: Series B/C (estimated - scaling from 40 to 200 employees, moving to much larger office)

Size: 115 employees currently

Growth: Rapid scaling phase - expanding office 5x, actively hiring across roles

Market Position: Challenger in the cloud ERP space - competing against established players with a "modern, flexible" positioning

GTM Reality

Pipeline Sources:

• 20% Inbound - website inquiries from companies researching ERP alternatives, some conference leads
• 70% Outbound - targeted prospecting into companies using legacy ERPs or showing signs of operational pain (recent funding, expansion, M&A)
• 10% Partners/Referrals - implementation partners, consultants

SDR/AE Structure: Likely dedicated SDRs for initial outreach, AEs take over at qualified opportunity stage

SE Support: Yes - demos are technical (inventory management, procurement workflows, integrations) and require solution engineering

Competitive Landscape

Main Competitors: NetSuite, SAP Business One, Oracle ERP Cloud, Microsoft Dynamics, Odoo, and other modern cloud ERPs

How They Differentiate: Modular/no-code flexibility vs rigid legacy systems, faster implementation (months not years), doesn't force customers to conform to pre-built processes

Common Objections: "Our current ERP works fine", "Migration risk is too high", "We just invested in [legacy system]", "Prove this works at our scale", "What about [specific feature] we need?"

Win Themes: Adaptability, speed to value, modern tech stack, lower total cost of ownership than customizing legacy platforms

What You'll Actually Do

Time Breakdown

Prospecting (25%) | Active Deals (50%) | Internal/Admin (25%)

Key Activities

• Enterprise Prospecting: Research companies in target verticals (CPG, manufacturing, distribution), identify operational pain signals (growth, acquisition, product launches), build outreach sequences to CFO/COO level. You're cold emailing and calling executives who aren't actively looking to replace their ERP.
• Discovery & Demo: Lead multi-hour discovery calls to map their current systems, pain points, and workflows. Coordinate technical demos with SEs showing how DOSS handles their specific use cases (inventory across multiple warehouses, complex procurement rules, financial consolidation). Prepare heavily for each demo.
• Deal Orchestration: Manage 8-15 active opportunities simultaneously. Schedule follow-ups with multiple stakeholders (finance, operations, IT, procurement), answer technical questions, coordinate POC environments, chase people who disappear for weeks, manage internal champions who lose political capital.
• Proposal & Negotiation: Build business cases showing ROI vs current systems, navigate procurement reviews, negotiate contracts with legal teams, handle pricing discussions that drag on for months. Most deals slip at least one quarter.

The Honest Reality

What's Hard

• Long cycles with no momentum: Deals regularly stall for 2-3 months while prospects "evaluate internally" or wait for budget cycles. You'll have pipeline that looks good but doesn't convert for quarters.
• Status quo bias is massive: Most companies complain about their ERP but won't replace it. The pain of migration outweighs the pain of dealing with their current system. You lose more deals to "no decision" than to competitors.
• Technical complexity: You need to understand inventory management, procurement workflows, financial consolidation, warehouse operations, and integrations with other systems. Every prospect has unique requirements and asks "does it do X?" for edge cases.
• Multiple stakeholders all have veto power: You can get Operations excited, but then Finance kills it. Or IT raises security concerns. Or the CEO decides it's not a priority this year. Deals die from internal politics you can't control.
• Proof burden is high: As a newer player, you constantly need to prove yourself against established vendors. Expect requests for reference calls, POCs, security reviews, and lengthy vendor evaluation processes.

What Success Looks Like

• Closing 3-5 deals per year in the $150K-400K range
• Building a pipeline 4-5x your quota because so many deals slip or die
• Getting prospects through POC successfully (50%+ of POCs should lead to closed deals)
• Winning competitive evaluations against legacy vendors

Who You're Selling To

Primary Buyers:

• VP Operations / COO (technical buyer, uses the system daily)
• CFO / VP Finance (economic buyer, controls budget)
• CIO / VP IT (technical validator, security/integration concerns)

What They Care About:

• Operations: Can it handle our specific workflows? How hard is migration? Will it scale as we grow? Can we customize without hiring consultants?
• Finance: Total cost vs current system? Implementation timeline and risk? Contract terms and vendor stability?
• IT: Security, integrations with existing tools (Salesforce, warehouse systems, payment processors), data migration process, support model

Requirements

• 3-5+ years selling enterprise software (SaaS, ideally in operations/supply chain/ERP space)
• Experience with 6-12 month sales cycles and multi-stakeholder enterprise deals
• Ability to understand technical concepts (APIs, data models, business logic) and translate them for business buyers
• Track record of building pipeline through outbound prospecting, not just working inbound leads
• Comfortable with deals that move slowly and require persistence over quarters
• Willingness to travel for in-person demos, POC kickoffs, and finalist presentations
• Based in or willing to relocate to Bay Area (new office location)