VP Sales

VP Sales

Reporting to: CEO

Location: Based in London, with regular travel to the US and periodic travel across EMEA.

Greyparrot builds the intelligence layer for the global recycling industry - computer vision and AI that give waste operators real-time visibility into their material streams. We've just closed our Series B, we already have a working go-to-market motion and a base of live customers, and the mandate for this role is to grow our revenue even further.

This is not a build-from-zero GTM hire. It's a leadership and systems role: you optimise two engines - the partnership and the team - rather than being the top individual seller in either. Our two largest markets are structured differently, and this role is the one person who sees and runs both. In the US we sell through a reseller/partner, and you own that relationship commercially. In EMEA, we sell direct, through a Head of EMEA BD and their regional BDs. You evolve and install scalable processes, and coach the team to run them day to day. You’re not delivering deals as default, but you step into senior stakeholder relationships on specific deals whenever your judgement says it matters.

You will lead a small, senior team: a Head of EMEA BD (who in turn manages regional BDs, all direct sales), a Director of Revenue Operations, and an After Sales Consultant will report to you.

Your mission

Scale Greyparrot's revenue in the next stage of our journey, by leading a partner-led US market and building process and rigour into a direct EMEA team.

Outcomes

These are the results you will be held to

1. Revenue scales on a predictable trajectory

The revenue growth is broken into a forecast the CEO and board can rely on. Pipeline, conversion, and forecasting discipline exist and are visible before they're needed.

1. Get to know and improve our US partner’s pipeline

The US partner owns their own sales motion. Your job is to make their pipeline and forecast visible to the wider business, and to build the senior relationships on their side that let you advise and support their selling - coaching on deal strategy, lending commercial weight with a partner stakeholder or their end customer, being present on the large or complex deals. Your leverage is visibility, advice, and stakeholder access.

1. EMEA’s process is refreshed and built to scale

The EMEA BD team has good instincts and real relationships, but qualification, pipeline stages, deal reviews, and forecasting need maturing to get us to where we need to go. You tighten that system, and coach the Head of EMEA BD and their regional BDs to own it day to day. You step into senior stakeholder relationships on specific deals when your judgement says it matters. Beyond the US and EMEA, you have a view on how Greyparrot should enter the next market, direct or partner-led, with a recommendation ready before the business needs to decide.

1. Scalable pricing

Our current pricing was built for an earlier stage. You move it to a model that supports global growth with real deals. Where legacy pricing is now working against us, you tidy it up.

1. Contracts protect the business without slowing it down

You structure, negotiate, and close complex commercial agreements - both direct customer contracts in EMEA and the reseller/partner agreement in the US. Terms are commercially sound and consistent across the book.

1. The team is senior, small, and clearly scoped

You manage a Head of EMEA BD (who owns their own regional BDs), a Director of Revenue Operations and an After Sales Consultant. The Head of EMEA BD is capable but currently under-supported and needs active leadership. The After Sales Consultant reports to you but works day-to-day as one of the partners the Customer Programme Manager orchestrates - bringing hands-on, customer-side technical experience embedded on the ground, in the same way Implementation and Customer Ops do. The Customer Programme Manager owns the customer relationship end to end, and our After Sales Consultant plugs cleanly into that model. Your own time goes into the US partner relationship, building EMEA's process and rigour, forecasting, pricing, and contracts - with judgement-based involvement in specific high level deals where it matters.

1. The sales team functions as a system

The way we sell - qualification, process, tooling, forecasting - is documented and repeatable, built on patterns you've established before at this stage of the company. It scales with the team.

Competencies

How you work matters as much as what you deliver. These behaviours reflect our values and what we expect to see from someone in this role.

• Customer Champion - you read what a partner or customer actually needs and manage expectations honestly, rather than over-promising to close.
• Impact - you have a track record of building the sales pattern first, in a market or motion that didn't have one yet, and you can point to the number that resulted — whether that number came through your own team or through a partner you managed.
• Agility - you operate without a fully-built playbook and are confident building one, adjusting the plan as the market and the product tell you something new.
• Integrity - a serious ego check. Your value is in how the machine runs, not in being the person who personally closes the biggest deal — you're as convincing holding a partner to account as you are coaching your own team, without needing the title, the office, or the headcount to prove it.
• Curiosity - you look for the pattern behind a result, in your own team, in a partner's numbers, and in comparable companies, rather than assuming what worked in your last industry will work here unmodified.