Manager - Sales (US)

Role: Senior Manager, Sales Own a Team Number and the Analysis Behind It. 8 to 10 Reps, 2 Products, and a SmallerVersion of Every Problem the CRO Has.

• Department: Revenue, Inside Sales
• Reports To: Head of GTM
• Location: Gurgaon, on site
• Work timings: US hours Eastern
• Team Stage: Series B
• Scope: A pod of 8 to 10 account executives owning team quota.
• Key Partners: Sales Development, Revenue Operations, Product Marketing, Customer Success, Onboarding, Finance, HR

About SpyneSpyne builds AI software for US car dealerships. Studio AI turns phone-shot vehicle images into retail-ready merchandising in minutes. Vini AI handles the dealership's sales and service conversations: inbound calls, web leads, follow-up, scheduling.

• ARR: $15M, growing 2.5 to 3x a year for 3 consecutive years
• Dealerships live: 2,000,+
• Revenue from the US: 80,+
• Net revenue retention: above 110%
• Gross margin: above 70%
• CAC payback: under 5 months
• Systems integrations: 70,+ across CRM, DMS, inventory, service, finance
• Team: 200,+, primarily India-based
• Capital raised: $25M,+ from Accel, Vertex Ventures, and Storm Ventures

The Market Your Team Sells IntoThe market is roughly 70,000 US dealerships. The franchised half alone turned over more than$1.3 trillion last year and produced over $164 billion in service and parts revenue on its own(NADA). Almost all of it runs on software assembled by 4 incumbents over 20 years ofacquisitions. All of them sell licenses and leave the dealer to hire the people who operate them. Spyne sells the outcome and runs the work with models instead. Why This Role ExistsThe plan is $20M,+ by December 2026, $60M,+ by December 2027, $150M,+ by December 2028[Inside sales carries around 75% of the 2026 number. The engine is roughly 70 people in Gurgaon selling into US rooftops. It won 2,000 dealers and it still has room. Rep productivity, not rep count, is the metric that has to move. To go deeper into problems such as which lever moves it: who to hire, how fast they should ramp, which rooftops are worth calling, what a discount is actually buying, or why Vini attaches in 1 cycle at some accounts and never at others.
So the job has 2 halves, deliberately in the same pair of hands. You run a pod of 8 to 10 repsagainst a quota, and you own a strategic workstream that has to survive contact with the rest ofthe org. The pod is where you test what you conclude. The analysis is what stops the pod frombeing 10 people doing last year's job harder.
Where Your Number Comes From- New logo Studio, single rooftops. The motion that won 2,000,+ dealers. You have to lift average deal size and tighten qualification at the same conversion rate or better. More dials is not the lever.

• Vini inside the Studio cycle. About 150 of 2,000,+ dealers run both products. Reps have to carry both and close Vini in the first cycle rather than a year later. Every conversion is a 5x step in account value at no acquisition cost.
• Installed base expansion. Vini attach sits under 8%. It has to reach above 40% against the accounts your pod already owns, on a measured curve rather than a hope.
• Self-sourced pipeline. Sales Development sets a share of the meetings. The reps have to source a defensible share themselves, so the pod is not capacity-bound by someone else's calendar.

• Consulting-grade problem structuring. You have taken an ambiguous question, broken it into something testable, and reached an answer that survived a client CEO. MBB or directly equivalent.
• Operating time inside a B2B tech company. Consulting on its own is not enough. You have worked somewhere the number was yours and a recommendation was not an acceptable output.
• You want the quota. Not tolerate it. The way this seat fails is someone who loves the analysis and finds reasons to stay off the floor.
• You will get on the phone. Live calls with US dealers, recordings, role-plays with reps, and 2 closed deals of your own inside 90 days. If that reads as a step backwards, this is the wrong seat and we would both rather find out now.
• You build the model yourself. Pod capacity, ramp curve, conversion by stage and source, payback per rep. In a spreadsheet you can defend cell by cell, with no analyst between you and the data.
• You have led people, even 3 of them. What matters is whether you have given hard feedback and had it land, and whether you have moved someone out on time.
• You can hold a room that is nothing like you. Your reps are career salespeople in Gurgaon selling into US dealerships. They will work out inside a week whether you are serious, and a good deck will not help you.
• Speed over completeness. A call at 70% confidence on Tuesday beats a complete answer in 3 weeks. Most of what you decide here you will decide on partial data.
• Discipline. Commitments are met, or renegotiated before they are missed. This is what we will screen hardest for