Relay is the Intelligent System of Action for the physical economy. While the digital revolution has often left the deskless workforce behind, we are closing that gap by transforming analog frontline operations into a data-rich, AI-powered ecosystem. We aren't just selling radios, we’re building the digital foundation for the 80% of the global workforce that doesn't work at a desk. Revenue Strategy at Relay is not a reporting function, and it is not FP&A with a different logo. It is the function responsible for answering the questions that determine whether Relay reaches its growth potential: Where is our revenue trajectory actually headed over the next three to five years? Is our GTM engine — our motions, our target markets, our merchandising, our product differentiation — built to deliver on that trajectory? Which markets do we attack next, and with what GTM models? And are our people, dollars, and attention actually pointed at the opportunities that matter most? At many companies, "strategy" means producing decks that describe decisions other people make. Not here. Revenue Strategy at Relay carries its analysis all the way to consequence: it shapes how sales books are constructed, where marketing concentrates its firepower, which segments we enter next, and which growth bets get funded. This is not a traditional revenue operations or sales strategy role. You will own the strategic layer of Relay's revenue organization, and that ownership comes with a dual mandate. The first is to chart the course: build the multi-year revenue models that inform annual planning, render honest verdicts on whether our GTM engine is performing against its potential, and drive the evaluation of the macro growth bets that will define Relay's next chapter. The second is to shape the deployment: through earned authority, translate that strategic picture into how Relay allocates its GTM resources — from the composition of sales books to the focus areas of marketing to the motions we deploy against each target market. This is a role for someone who can hold two altitudes at once. You must be credible in the model — building revenue architecture rigorous enough to underwrite board-level investment decisions — and credible on the ground, close enough to real deals, real territories, and real customer economics that your recommendations earn the trust of the sellers and marketers who live with them. Relay's business spans hardware-as-a-service, SaaS subscriptions, and emerging AI monetization across enterprise segments including hospitality, manufacturing, and healthcare. The strategy problems here are genuinely multi-dimensional, and we expect this leader's judgment to shape how the company grows. This role reports to Relay's SVP of Product and Strategy and will operate as a peer to Relay's GTM, Product, and Finance leadership. We expect the scope of this role to grow with the person in it.
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Job Type
Full-time
Career Level
Senior
Education Level
No Education Listed