Post-sales at Terminal is NOT a support function - it is our primary growth engine. Our model compounds through the retention and expansion of existing customers, not through new logos, which makes this role the commercial engine of the company’s growth.
We’re hiring our first Strategic Account Manager to own the commercial outcome: scaling, expansion and renewal inside Terminal’s enterprise accounts. You won’t inherit an account-planning system or an expansion motion; rather, you’ll have the opportunity to build them. Working in a dedicated pod with a Customer Success Manager and a Customer Engineer, you own the executive relationship, the account plan, and the value, and you build the system that every Strategic Account Manager after you will inherit.
You own the number. In a high-net-dollar-retention business, that means running a disciplined scaling and expansion motion rather than hoping happy customers will grow: a documented thesis, a named budget owner, and realistic timing for every enterprise account in your portfolio. You lead the pod commercially and hold the executive relationship. You report to the COO, and the CEO reviews and countersigns commercials while you ramp. This is a senior, high-accountability role: we’re hiring someone who has owned enterprise scaling, expansion and renewal portfolios specifically, not something adjacent.
What you own, and what you don’t
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The number: renewal and expansion forecast for every account, and the account plan that gets you there. The pod’s commercial accountability sits here and only here.
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Executive relationships: the exec sponsor relationship, the stakeholder map, and the renewal runway surfaced and worked long before the commercial conversation.
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Pricing proposals and order-form negotiation: you apply Terminal’s pricing framework to real deals and lead the negotiation to signature.
You do not own day-to-day technical delivery or implementation (the Customer Engineer), or adoption mechanics and success-plan execution (the Customer Success Manager). You apply the pricing framework; you do not invent it: packaging and non-standard terms are the CEO’s, and non-standard requests escalate immediately. The pod model exists so each role can go deep rather than broad. Role clarity is a feature, not a limitation: if you find yourself doing someone else’s job, your job is to name it, not absorb it.