About the roleBrite is an HRMS and payroll platform serving 50–500-employee companies in manufacturing, hospitality, healthcare, retail, and real estate across Egypt and the GCC. We're past product-market fit and now need someone to own the commercial engine end to end — from demand to pipeline to close to cash.This is a player-coach leadership role, not a pure people-manager. You own the number, the team that hits it, and the system that makes it repeatable. You're the connective tissue between Sales, Marketing, Product, and Finance — the person who makes sure leads are the right ones, reps work them well, customers stay and pay, and the market keeps teaching us what to build and sell next.What you'll ownSales leadership & daily executionRun the daily sales rhythm — standups, pipeline reviews, and call/activity coaching — so the team operates with consistent output, not heroics at month-end.Own the monthly acquisition target and rep-level quota allocation; set goals that are ambitious and achievable, and hold reps to the commitments they make.Coach reps on discovery, demo, objection handling, and closing — particularly head-to-head against ZenHR, Bayzat, Daftra, Odoo, and "we'll just keep using Excel."Own the full sales process (lead → qualified → demo → proposal → close → CS handoff) and enforce Zoho CRM discipline so every lead, activity, and stage is logged and current.Demand generation & marketing alignmentPartner with Marketing (performance, SEO, content, design) to turn traffic and brand into qualified pipeline — co-owning the funnel rather than receiving leads over a wall.Build and run marketing automation: nurture sequences, lead scoring, lifecycle stages, and routing across Zoho and outbound tooling (Instantly.ai, LinkedIn Sales Navigator), so inbound, WhatsApp, and LinkedIn outreach behave as one funnel.Drive the content agenda from the front line — feed Marketing the objections, sector pain points, and use cases reps hear daily, so we ship the assets that actually move deals (sector one-pagers, competitor comparison pages, case studies, objection-handling collateral).Co-own demand KPIs with Marketing — SQL rate, ICP-match rate, content-attributed SQLs — instead of CPL and vanity traffic.Lead quality & ICP disciplineOwn and continuously sharpen the ICP — 50–500 employees, priority verticals, and trigger signals (payroll still on Excel, recent multi-branch expansion, a newly hired HR manager, a GCC/multinational parent, a recent labor inspection).Define and enforce qualification (BANT-lite) and lead scoring so reps spend time on fit, not noise.Run a closed feedback loop to Marketing on lead quality — what converts, what wastes rep time — and adjust targeting and spend accordingly.Revenue operations & commercial structureOwn pipeline integrity, weekly forecasting, and the commercial reporting that goes to leadership.Design and iterate the commission and incentive structure to drive the right behaviors (new logos, multi-module attach, retention).Run the deal desk: approve discounts, structure deals, protect margin, and tailor packaging by segment (Egypt vs. GCC, SME vs. larger accounts).Hire, onboard, and ramp new reps as the team scales toward higher monthly volume.Market & competitive intelligenceMaintain a living view of the HRMS market in Egypt and the GCC — competitor pricing, positioning, and moves.Run structured win/loss analysis and feed it back into positioning, pricing, and product.Size and prioritize new verticals and inform GCC/Bahrain commercial readiness, plus regulatory shifts that create demand (labor-law changes, PDPL).Voice of customer — surveys & product feedbackBuild and run the customer survey program (NPS/CSAT, post-onboarding, post-support) and turn results into action, not just dashboards.Be the structured conduit between market and Product — separate one-off asks from systemic gaps across accounts and segments, prioritize them with data, and carry the commercial case into roadmap discussions.Close the loop with customers when their feedback ships — turning it into a retention and trust moment.Collections & commercial accountabilityOwn the commercial side of collections in coordination with Finance and CS — overdue follow-up, payment-term enforcement, and escalation of chronic non-payment with full account context.Track collection rate and DSO as core commercial metrics alongside acquisition and retention.Build payment discipline into the deal from the start (clear terms and billing) so we're not chasing cash after the fact.