Enterprise Account Executive: 378

MyNextHire, AI-First ATS; Bengaluru; Hybrid; INR 600,000 - 900,000; Full time

Job summary

MyNextHire, AI-First ATS is seeking a high-ambition enterprise sales professional in India who will own conversations with enterprise buyers, map the buying group, and travel to key accounts across major cities. The role centers on closing high-value contracts and building a compelling ROI story for decision-makers.

You will defend the ROI with CFOs, negotiate scope and timing, and ensure clean handoffs to implementation with signed scope and price.

Qualifications

• Close new business worth 1.5 Cr in annual contract value in 12 months from enterprise accounts.
• Convert opportunities with a target of about 25% win rate.
• Sell ROI to CFOs with a clear rupee-based business case.
• Negotiate scope, contract period and timing to protect price.

Responsibilities

• Map the buying group and identify sponsers who push deals.
• Build internal sponsorship and handle blockers before meetings.
• Run demos as part of a consultative, solution-led process.
• Open doors through your network and references; forecast with leadership buy-in.
• Own the entire deal until signature, with no handoffs to a junior team.

Skills

Enterprise sales

Negotiation

Strategic selling

ROI selling

Account mapping

Job description

5 to 8 yrs | Bangalore, Mumbai, Pune, Delhi NCR | careers | Travelling role, based in your city

We have been in the enterprise ATS space for 10 years. Some of the best companies in the country run their hiring on MyNextHire, and the AI companion story we tell alongside it is winning deals we used to lose. We are hiring someone to carry the target: not to generate leads, not to run implementations, but to take a serious conversation with an enterprise buyer and turn it into a signed contract at our price.

What you need to achieve

Close new business worth 1.5 Cr in annual contract value in 12 months from enterprise accounts, primarily in your city: converting at least one in four qualified opportunities, with every deal handed to implementation with scope and price signed, and discounts the exception, not the pitch.

How the best people get there

• Map the buying group.Map who signs, who influences and who can stall it. Build an internal sponsor who pushes the deal when you are not in the room, and handle the person who will block it before they do
• Sell the ROI to the CFO.Turn what the TA head wants into a business case with a rupee number on it, and defend that number in front of the person who owns the budget
• Hold the price.Negotiate hard on scope, contract period and timing, not on discount. Know your bottom line before the meeting and be ready to say no
• Run the standard demo as a conversation.Show the product around what you heard in the first meeting, not a feature tour, and bring in a solution consultant the moment the ask goes off the standard track
• Build your own funnel and commit numbers you will hit.Open doors through your network and references, qualify hard, drop dead deals early, and give a forecast your leader can take to the board

What you can count on

• A product with 10 years of enterprise depth, a reference list that opens doors, and an AI companion story that changes the conversation
• Solution consultants who own every off-script requirement and every custom demo, so you never promise what you cannot show
• Marketing and a relationship team working the market, with leads passed to you when they are warm. We will help; we do not guarantee lead flow
• Fixed plus variable CTC. Incentive of 8% of net contract value paid on signing, a higher slab of 12% on everything above target, no cap, and a first quarter at half target while you settle in
• A VP, Growth who will sit in your biggest deals and back you on price

What you need to be resourceful around

• The target is yours. No lead flow is promised, so your own network and references are the top of your funnel
• Discounts cost you twice: every rupee you give away takes two rupees off the contract value your incentive is calculated on, and anything beyond the floor needs the VP, Growth and earns nothing
• Enterprise HR deals take months and go quiet. Your job is to know why they went quiet before anyone asks
• You hand over clean. A deal with vague scope becomes an implementation that burns the client, and that is on you, not delivery

Why this is your next move

• You sell at the frontier of AI-first hiring to some of the best TA teams in the country, with a story most competitors cannot tell yet
• You own the whole deal: no handing the close to a senior, no committee between you and the signature
• No cap on incentive, with the higher slab starting at target, so a strong year pays like a strong year
• Fifteen enterprise clients in a year is a body of work. The people who do it are the ones who open the next city or lead the team