Regional Sales Manager, DACH (m/w/d)

Regional Sales Manager, DACH (m/w/d)

Regional Role · Remote, based in the DACH region · Reports to: Sales Director

About the company

The company acquires and builds vertical SaaS businesses across Europe. Our portfolio spans more than 40 companies serving niche markets where software is mission-critical. We take a long-term ownership approach: we buy, invest, and build. We don't flip. Seven companies are in DACH, and we expect continuous growth in portfolio size and performance across all regions.

We are building a small, high-impact HQ revenue team responsible for lifting the commercial capability of our portfolio companies: setting standards, identifying risk, and accelerating performance. The role reports to the company's Sales Director, who owns consistency of the revenue system across all regions, and works day to day with the region's General Director and the CEOs of its Business Units.

The Opportunity

The Regional Sales Manager (RSM) is a cluster-level revenue operator responsible for improving sales execution and accelerating organic revenue growth across a group of portfolio companies. The role partners directly with CEOs and Business Unit leaders to strengthen pipeline discipline, improve forecast accuracy, and raise commercial maturity across the region.

This is not purely an advisory role. Alongside the regional remit, the RSM is expected to take direct sales management responsibility inside Business Units where that is the fastest route to growth, giving smaller commercial teams access to experienced sales leadership they would not otherwise have. As the region scales, the ambition is that one person can hold the sales management role on behalf of several Business Units at once, applying a standard across all of them.

Success is reflected in improved revenue predictability, stronger pipeline discipline, and sustained bookings growth across Business Units.

How the Role Operates

• Two levels, one standard. The regional remit is constant: diagnostics, pipeline discipline, forecast integrity, and commercial governance across every Business Unit in the cluster. Beyond it, the role flexes. In some Business Units you will coach and support an existing sales manager. In others you will hold the sales management role yourself.

• Direct team leadership where it is needed. Where you act as sales manager, you own the team, the pipeline, the forecast, and the number, in the same way a local sales manager would, and you report into that Business Unit's CEO for delivery while remaining accountable to the company for how the work is done.

• You are not a seller. You do not carry a personal quota and you are not measured on deals you close yourself. You are measured on what the teams you lead and support deliver.

• Reporting. You report to the company's Sales Director for standards, priorities, and development. The role is a shared resource for the region rather than a function serving any single Business Unit, acting in close partnership with Group Directors, CEOs, and sales teams.

What You Will Do

Sales Execution & Commercial Acceleration

• Drive new and expansion bookings growth across the cluster, with consistent attention to prospecting, opportunity development, and account growth.

• Act as sales manager for one or more Business Units: run the weekly rhythm, set priorities, coach the team, and hold sellers to their number.

• Reduce volatility in bookings performance and increase revenue consistency across the cluster.

• Strengthen proactive sales behaviour across outbound, account expansion, renewals and opportunity reactivation.

• Improve sales execution across the full funnel, from lead generation through to closing and account retention.

• Embed sales methodology and qualification standards, and hold teams to them through evidence rather than instruction.

• Lead deal/pipeline reviews and targeted coaching to improve win rates, shorten cycle times, and build seller capability.

Pipeline Discipline & Forecast Integrity

• Improve forecast reliability across Business Units, working toward 5% variance or better.

• Define and apply opportunity qualification standards and run structured pipeline reviews.

• Ensure pipeline visibility reflects realistic execution capacity, and raise revenue risks early to Business Units and the company leadership, always paired with a recommended course of action rather than an open flag.

• Monitor sustained underperformance patterns and ensure corrective action plans are implemented in time to matter.

Revenue Standards & Definitions

• Act as guardian of the company's revenue definitions in the region: what counts as a booking, how new name is separated from back to base, how recurring value is recognised, and what enters the pipeline in the first place.

• Hold those definitions consistently, including where a Business Unit's own commercial logic pushes against them, and fix the incentive, target, or CRM design underneath rather than bending the measurement.

• Make the cluster comparable to every other region, so performance can be read the same way across the portfolio.

Commercial Governance

• Ensure transparency in quota design, attainment measurement, and sales capacity planning.

• Support commission structure alignment with business goals.

• Contribute to annual, quarterly, and monthly commercial planning by reality-checking growth assumptions against pipeline health, execution capacity, and historical feasibility.

Commercial Diagnostics

• Diagnose revenue performance across segments, teams, and funnel stages, identifying where revenue is generated, stalled, or lost.

• Produce a written diagnostic and prioritised action plan for each Business Unit you take on, naming the problem, the cause, the cost of inaction, the action, the owner, and the date.

• Prioritise your own time across the cluster on distance to target, materiality to the region, and whether a documented plan already exists.

• Provide feedback on pricing discipline, discounting practices, packaging effectiveness, and ICP conversion efficiency.

• Translate performance signals into executive-level recommendations and commercial action plans.

CEO & General Director Partnership

• Act as strategic commercial partner to CEOs and Business Unit leaders, representing the company's revenue expectations and performance discipline.

• Challenge growth assumptions constructively and escalate persistent underperformance when required.

What Success Looks Like

In the first 12 months

• Full visibility into the commercial funnel, aligned with HQ reporting standards.

• Acceleration of organic recurring revenue growth across the region.

• Improved reliability of pipeline data and forecast accuracy.

• Sales pipelines that more accurately predict bookings performance.

• At least one Business Unit where you hold sales management directly and the team delivers against its number.

• Reliable visibility of quota attainment and seller productivity.

• Deal reviews embedded across portfolio sales teams, resulting in higher win rates and shorter sales cycles.

• Revenue per seller increasing steadily across the cluster.

• A documented, reusable set of playbooks and diagnostics that other regions can apply without starting again.

What We Are Looking For

• 6-10 years total experience in B2B SaaS revenue roles, with at least 3-4 years in a sales management position, accountable for a team's bookings performance and not only for personal pipeline contribution.

• Track record of consistent revenue target attainment in a management role. You have owned a number and delivered against it, not only improved process quality.

• Direct experience leading and developing a sales team, including hiring, coaching, and managing underperformance. You will do this again here, inside our Business Units.

• Track record of implementing structured pipeline management: defining stage criteria, enforcing qualification standards, running deal reviews, and improving forecast reliability.

• Experience diagnosing revenue performance across the full funnel: understanding where deals are lost, why cycles extend, and what structural issues limit growth.

• Manages through CRM data: uses pipeline data to run structured deal reviews, identify risk, and hold sellers accountable to data quality. Familiar with Salesforce or HubSpot as a management tool.

• Experience working with senior stakeholders (CEOs, founders, or general managers) on commercial performance, including navigating organisational resistance and earning trust before driving change.

• Experience adapting sales management approach across companies at different sales maturity levels: able to calibrate coaching, process rigour, and expectations to fit the context.

• German fluency required, with professional English for work across the group. European B2B SaaS market experience required.

• Commercial finance literacy is a strong advantage: reading a P&L, understanding revenue recognition, and being able to argue the return on a commercial investment.

• Private-equity-backed or multi-entity SaaS environment experience is a strong advantage.

Skills

• Structured coaching and seller development: designing and running structured 1:1s, deal reviews, and field accompaniment to build individual seller capability, not just inspect opportunities.

• Pipeline discipline and forecasting: reading a pipeline critically, identifying risk early, and improving forecast reliability.

• Change management: driving commercial process adoption across multiple teams, and building momentum without relying on formal authority.

• Documentation and knowledge scale: writing down what you diagnose and what you implement, in a form another person can pick up and run. Work that lives only in conversation does not scale across a portfolio, and anything you build for one Business Unit should be reusable in the next.

• Commercial planning and challenge: building a bottom-up view of what revenue targets are achievable, pressure-testing top-down assumptions, and presenting credible alternatives to leadership.

• Commercial storytelling: presenting clear, honest risk assessments to CEOs and senior leadership, and leading a review that drives decisions rather than just restating numbers.

• Full Business proficiency in German and English is a must

Who You Are

• You lead teams and you influence without authority. You will manage sellers directly in some Business Units and hold no formal authority in others. Both need to work. You build trust quickly and drive change through credibility, clarity, and structured analysis.

• You are hands-on with sales execution. You are comfortable stepping into real deals, reviewing opportunities with sellers, and diagnosing pipeline issues directly with the team, without needing to be the person closing.

• You combine analytical thinking with practical commercial judgement. You interpret pipeline data, and you also understand the realities of getting deals done.

• You communicate clearly and directly. You raise commercial risks early, with a recommendation attached, and challenge assumptions constructively, including when performance doesn't meet expectations.

You are pragmatic in complex environments. Portfolio companies vary in maturity and commercial model. You bring discipline without imposing rigid process that doesn't fit the situation

Hiring Processs

TA screen (30min)

Hiring Manager interview (90min)

Group Director interview