VP, Enterprise Sales & Commercial Strategy

Retail Technology Group Inc• US,

3h•$150,000 - $225,000

About The Position

I. ABOUT RETAIL TECHNOLOGY GROUP Retail Technology Group (RTG) is a leading provider of point-of-sale technology, managed services, field technical services, and help desk solutions to enterprise restaurant, retail, and hospitality brands across the United States. A subsidiary of Advantech Co., Ltd., RTG is executing a multi-year growth strategy targeting $100M+ in annual recurring revenue by FY2032, anchored in Hardware-as-a-Service, managed services, and channel platform expansion. This position is a cornerstone of that strategy. II. POSITION SUMMARY Build and operate a professionally led RTG sales organization that delivers net-new enterprise pipeline and closed-won revenue, supported by executive-level enterprise account relationships that anchor strategic deal capture. The role reports directly to the CFO/COO and operates as one of two complementary commercial leadership seats: this seat acquires; a peer Senior Director seat converts and retains. Pipeline management and forecast discipline are the baseline expectation, not the definition of the role. This seat is expected to bring commercial business leadership to RTG — market judgment on where to compete, deal and pricing architecture, the conversion of account-level tactics into a repeatable go-to-market motion, and a point of view that stands up in front of RTG's executive leadership and Advantech counterparts.

Requirements

10+ years of B2B enterprise sales experience with 3–5+ years leading a new-logo acquisition team.
Sustained, multi-year organization-building tenure — a demonstrated record of building and scaling sales teams and books of business over time, not short-tenure relationship harvesting.
Recurring-revenue or managed-services selling background — not hardware transactions alone.
Complex, multi-stakeholder enterprise deal experience: six- to seven-figure contracts, 6–12 month cycles, C-suite and procurement navigation.
Verified quota history as both individual contributor and leader.
Track record installing sales operating discipline: methodology, qualification framework, forecast cadence, CRM governance.
Demonstrated business leadership beyond sales administration — evidence of setting commercial direction, owning a P&L or business-unit result, and making pricing and portfolio judgments that held up over multiple cycles.
Demonstrated new-account origination beyond a single legacy relationship ecosystem, with evidence of service product architecture and service-contract selling — not hardware or project transactions alone.

Nice To Haves

Restaurant, retail, or hospitality technology vertical experience — POS, kitchen systems, field services, or systems integration.
Portable executive relationships across multi-unit enterprise operators in target verticals.
Prior operation in a named-accounts overlay or strategic-accounts leadership model.
Experience in a matrixed or international parent-company environment.

Responsibilities

Sales team leadership. Direct supervisory line over the enterprise sales rep team: weekly one-on-ones, quarterly business reviews, quota assignment, commission plan administration, and forecast discipline.
Commercial & go-to-market strategy. Shape RTG’s pricing architecture, service/segment prioritization, and go-to-market model — not merely execute a plan handed down, but bring an independent point of view on where RTG should and shouldn’t compete, tested against market feedback and account-level results.
Pipeline architecture and forecast discipline. Owner of the CRM operating model (HubSpot), pipeline coverage thresholds, opportunity-stage discipline, and quarterly forecast accuracy.
Enterprise account hunting — strategic-accounts overlay. Carry a personal overlay quota on two to four named enterprise targets, assigned annually by the CFO/COO and structurally excluded from rep territories.
Named-account governance. Operate within RTG's hunting and farming architecture: account-based assignment of every named account to one seat or the other, with a defined conversion trigger governing movement from the hunted set into the managed base. Co-own the rolling named-account list with the CFO/COO and the peer Senior Director seat.
Channel partner sales coordination. Joint sales motion design with PAR, Toast, Qu, and other strategic partners, coordinated with the Sr. Director, Strategic Accounts & Business Operations on partner-sourced opportunities.
Advantech portfolio attach. Partner with RTG's Product Specialist Manager to position the Advantech hardware portfolio inside net-new pursuits where the customer refresh cycle and technical fit support it. Attach is measured as an outcome of accounts won on RTG's service proposition; it does not govern account selection.
Demand-generation platform ownership. Integrate the outsourced lead-generation partner into the sales playbook. The in-housing pathway, its sequencing, and its funding remain under active review with Advantech leadership; this seat will own execution of whichever model is confirmed.
Sales operating system maturity. Compensation plan refinement, territory model, named-account assignment, and annual go-to-market plan ownership.
Aures US commercial leadership. Sales management of the Aures US portfolio, integrated into RTG’s commercial operating model under the RTG–Aures US commercial consolidation supported by Advantech. Detailed scope, account boundaries, and revenue accountability will be defined jointly with Advantech and Aures leadership.
Access to shared enabling functions: Solutions architecture and Advantech product management are enabling functions that report through the Sr. Director, Strategic Accounts & Business Operations. They are shared capability serving both commercial seats, not captive resources of either. This seat holds a defined and non-discretionary service claim on both: presales solution design and configuration support for named-account pursuits, and Advantech product specification, sample, and quoting support. Service levels and engagement triggers are set by the CFO/COO and are reviewed quarterly. Disputes over access escalate to the CFO/COO, not to negotiation between the two seats.