Mid-Market Account Executive

Overview

You're selling MaintainX's CMMS and asset management software to mid-market companies in manufacturing, facilities, food & beverage, and other industrial sectors. Your buyers are maintenance managers, facilities directors, and operations leaders who are trying to move off spreadsheets, paper checklists, or legacy systems. You're running full-cycle sales—prospecting, demoing, negotiating, closing.

Role Snapshot

Company Context

Stage: Growth stage (800+ employees, likely Series C/D based on size and hiring velocity)

Size: 819 employees

Growth: Actively hiring across sales—post mentions "growing fast" and high-velocity environment

Market Position: They're modernizing a traditionally analog market (maintenance operations). Competing against legacy CMMS players and newer mobile-first platforms. Category is crowded but buyers are finally moving away from paper and Excel.

GTM Reality

Pipeline Sources:

• 40% Inbound - Marketing generates leads from website, content, possibly some free trial conversions. Quality varies—some hand-raisers are kicking tires, others have budget and pain.
• 50% Outbound - You're expected to build your own pipeline. Cold calling maintenance managers, LinkedIn outreach, targeting companies in your territory by industry vertical.
• 10% Referrals/Existing Customers - Some expansion opportunities or references that lead to new logos.

SDR/AE Structure: Likely have some SDR support for inbound lead qualification, but you're also self-sourcing a significant portion of your pipeline.

SE Support: Probably shared SE support for more technical demos or complex implementations, but you're expected to run standard product demos yourself.

Competitive Landscape

Main Competitors: Legacy CMMS platforms (like Fiix, UpKeep, Limble), older enterprise players (IBM Maximo), and newer mobile-first competitors. Also competing against "do nothing"—companies still using Excel and clipboards.

How They Differentiate: Mobile-first, easy to deploy, AI-powered insights, built for frontline workers (not just maintenance managers). Emphasize speed to value vs legacy systems that take months to implement.

Common Objections:

• "We already have a system" (even if it's Excel)
• "Our team won't adopt new software" (change management concerns)
• "Implementation seems complicated"
• Price vs lighter-weight competitors

Win Themes: User adoption (frontline workers actually use it), fast time-to-value, reducing unplanned downtime with predictive maintenance, demonstrable ROI on maintenance efficiency.

What You'll Actually Do

Time Breakdown

Prospecting (30%) | Active Deals (45%) | Internal/Admin (25%)

Key Activities

• Outbound Prospecting: You're calling and emailing maintenance directors at manufacturing plants, distribution centers, facilities management companies. Lots of voicemails. You're trying to book 5-8 discovery calls per week. These buyers aren't on LinkedIn all day—you're often going through switchboards.

• Discovery & Demos: You run 4-6 demos per week. Buyers want to see how their team would actually use it on the floor. You're walking through work order management, preventive maintenance scheduling, mobile app for technicians. Calls often include the maintenance manager plus an IT person who asks about integrations.

• Multi-Threading: Deals involve maintenance leaders (your champion), operations VPs (budget holder), and sometimes IT (integration/security concerns). You're setting up separate calls with each, trying to build consensus. Deals slip when you can't get all stakeholders aligned.

• Proposal & Negotiation: You're building business cases showing ROI on reduced downtime and labor efficiency. Procurement gets involved on 50%+ of deals. You're defending pricing, negotiating terms, and dealing with requests for custom SOWs.

The Honest Reality

What's Hard

• Reaching buyers: Maintenance managers aren't sitting at desks all day—they're on the plant floor. You'll leave a lot of voicemails and send follow-up emails that don't get opened.

• Change management concerns: You're asking companies to change how their frontline teams work. Buyers worry their technicians won't adopt it. You'll hear "our guys are used to paper" constantly.

• Deal velocity: Deals that should close in 60 days stretch to 90+ because you're waiting on budget approval, competing priorities, or implementation planning. Pipeline moves slower than you want.

• High activity expectations: "High velocity environment" in the post = you need to keep a lot of activity metrics up (calls, meetings, pipeline generation). If you're not self-motivated to prospect daily, you'll struggle.

What Success Looks Like

• Closing 1-2 deals per month consistently (10-15 new customers per year)
• Building a pipeline that's 3-4x your quarterly quota
• Getting to champion + economic buyer within first 2 calls
• Running efficient demos that lead to next steps 60%+ of the time

Who You're Selling To

Primary Buyers:

• Maintenance Managers / Directors (day-to-day champion)
• VP Operations / Plant Managers (budget holder)
• Facilities Directors (in facilities management companies)

What They Care About:

• Reducing unplanned equipment downtime (this costs them real money)
• Making their maintenance team more efficient (labor cost savings)
• Getting visibility into maintenance operations (reporting for leadership)
• Ensuring compliance and safety (audit trails, inspection checklists)
• Ease of use for technicians (will the team actually use it?)
• Fast implementation without disrupting operations

Requirements

• 3-5 years of full-cycle B2B SaaS sales experience (ideally selling to operations or industrial buyers)
• Comfortable with consultative selling—building business cases, multi-threading, running value-based discovery
• Self-starter who can build pipeline through outbound prospecting (not just working inbound leads)
• Experience with CRM (Salesforce likely) and managing a sales process with multiple stakeholders
• Willingness to work in a high-activity, metrics-driven sales culture
• Bonus: Experience selling into manufacturing, facilities, or industrial operations