CLOSE NEW ENTERPRISE CUSTOMERS IN KSA
Own new enterprise opportunities in the Kingdom end-to-end, from first conversation through to signed partnership. But “sales cycle” undersells what this actually involves.
Each deal starts with understanding a customer’s delivery operation in detail: how orders flow, which carriers run which zones, where manual workarounds mask systemic problems, what their cost structure actually looks like. From that understanding, you design the Nash solution. Which products apply. How they integrate with existing systems. What the deployment sequence looks like. What outcomes the customer should expect and when.
You’ll work directly with Nash’s product and engineering teams to shape proposals. Sometimes you’re configuring what exists. Sometimes you’re identifying a gap that becomes a product investment. The best deals at Nash aren’t closed by selling features. They’re closed by designing a system that solves a problem the customer couldn’t solve with their current stack.
You’ll work with senior operators and executives at retailers, grocery chains, quick commerce companies, and logistics businesses. Nash already works with one of the Kingdom’s leading grocery retailers. Your job is to convert that credibility into new partnerships, not by running a volume play, but by identifying the right enterprise accounts and building deep, strategic relationships. In Saudi Arabia, that relationship work is the deal. Trust is built in person, over time, and it compounds.
SUPPORT THE GROWTH OF EXISTING STRATEGIC ACCOUNTS
Work alongside regional leadership to expand our largest customer relationships. These accounts are multi-product, multi-year partnerships where the next phase of growth depends on identifying what Nash should build and deploy next.
This means running structured assessments of a customer’s current operations, mapping where new Nash capabilities could change their cost structure or delivery experience, and building the business case that gets a new workstream funded internally. You’ll model scenarios: what happens if this retailer shifts 30% of volume from third-party fleets to a captive fleet? What does route optimization save across 150 stores versus 40? What’s the real cost of a failed delivery when you account for redelivery, customer churn, and call center load?
Some of this work is regulatory as much as commercial. Data residency under PDPL, riyal-denominated commercial structures, and local compliance requirements all shape how solutions get designed and priced in the Kingdom. You don’t need to be a lawyer. You need to treat these as design constraints, not obstacles.
You’ll work closely with Product and Engineering to translate what you learn in the field into product direction. The line between selling and building is thin at Nash. Your customer conversations directly shape our roadmap.
This is strategic work, not account management. You’re helping senior operators see what’s possible and building the commercial and technical structure to get there.
LAY THE GROUNDWORK FOR GCC EXPANSION
Nash’s international plan calls for enterprise customers beyond Saudi Arabia. Your job isn’t to run a full sales cycle in a new country while also closing deals in the Kingdom. It’s to do the strategic groundwork that makes expansion possible: identify which GCC markets have the strongest fit for Nash, map the top 10-20 target accounts, build a view of local carrier ecosystems and competitive dynamics, and start activating warm introduction pathways through Nash’s founder network, advisors, and your own connections.
This looks like research, relationship-building, and a handful of well-prepared trips rather than sustained in-market selling. You’ll build the target list, secure the first executive meetings, and develop enough local context to design a credible entry plan. When a conversation gets serious, you’ll work with regional leadership and Nash’s global team to shape the engagement.
New markets also mean new operational patterns. Delivery in Dubai works differently than delivery in Riyadh, and both work differently than delivery in Sydney or San Francisco. Carrier ecosystems, courier nationalization rules, customer expectations, addressing conventions, and cost structures all shift. Ramadan inverts the demand curve. Summer heat reshapes delivery windows. Cash on delivery still matters in some segments. Part of this work is understanding those differences well enough to know where Nash’s existing product translates and where adaptation is needed.
Every engagement teaches Nash something. You’ll capture what works (and what doesn’t) across deal cycles, competitive positioning, pricing, and regional nuance. The goal is to leave behind a playbook that makes the next hire faster and the next market easier.