Pilea Insight's first sales manager

We're hiring our first salesperson! Pilea does two things. There’s the subscription product — it pulls customer feedback out of the tools companies already use and turns it into a prioritised backlog. And there’s the part that’s getting interesting: custom implementation projects , where we go into a company and build custom integrations and AI agents that do real work inside their processes. The second one is where the money is, and it’s where we need you. We have paying customers on both sides, including enterprise. What we don’t have is anyone whose actual job is selling it. Simon (CEO and co-founder) has been doing it between building the product, which means it happens in the gaps. We want someone who treats it as the main thing: picks up the phone, writes the email, books the meeting, closes the deal. Modest base, uncapped commission. Built so that selling well pays properly. Why this one is worth a look The product is real and people pay for it. You won’t be selling a roadmap or a wireframe. There are live customers, including enterprise accounts, from day one. You’d define how we sell. There’s no playbook here yet — no sequences, no scripts, no “this is how we’ve always done it.” You write the first version. Some of it will be wrong, and working that out is the job. The commission is the point. The base is deliberately modest. In exchange, commission is uncapped and increases as you sell more, instead of tapering off. We pay on implementation projects as well as subscriptions, which is unusual and very much to your advantage. 60–100%, your call. The list of companies worth a serious conversation about an agent project is finite, and a focused three days can cover it. Keep a consulting practice or another role alongside this, or go full-time. Both work. What you’d actually do Outreach, a lot of it. The first months are mostly phone and email, to people who haven’t heard of us. This is the bulk of the early job and we’d rather say so now than have you discover it in week three. Scope implementation projects in the room. Someone describes a messy manual process. You need to hear it and sketch what an implementation could look like and how much time and resources they would save — roughly what it costs, roughly how long, what we’d connect to. Close. Proposals, negotiation, signature. Then hand over cleanly to our CTO for delivery, and stay close enough to the account that it renews. Tell us what you’re hearing. You’ll talk to more prospects than...

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