Sales Manager (Schools)

Mckinley Rice Creativity; Dadri, Greater Noida, Pune District; Hybrid; INR 670,000 - 1,339,000; Full time

Job summary

Redrob AI is building the AI screen of India. Kaabil is a career application that connects learners with real recruiters and shows credentials through assessments and learning paths.

You will open a new market line for schools and coaching institutes, find buyers, prove the thesis with real learners, and decide, with evidence, whether this becomes a business. The role is on-site, full-time, in Pune or Noida.

Qualifications

• 3 to 5 years experience in selling to Indian schools or coaching institutes.
• Experience selling to owners (not just committees).
• On-site, full-time role in Pune or Noida.

Responsibilities

• Own the sales line for Kaabil by Redrob in schools and coaching institutes.
• Develop pilot programs and convert pilots into signed contracts.
• Work with institutions to establish value and technically close deals.

Job description

Sales Manager - Schools & Coaching Kaabil by Redrob

THE ROLE IN THIRTY SECONDS

Open a line that does not exist yet. Schools and coaching institutes are the newest front Redrob AI is opening, and you are the first commercial hire on it. You will find the buyers, prove the thesis on real learners, and decide — with evidence — whether this becomes a business or does not. You carry the number, and nobody closes on your behalf

3 to 5 years experience Pune or Noida On-site Full-time Team: Schools

About Redrob AI

Redrob AI is building the AI screen of India. Several hundred million Indians will meet artificial intelligence for the first time on a phone rather than a laptop, and most of them will meet it through something that helps them earn more — so that is the thing we are building, and we are building it for them rather than adapting something designed elsewhere. The company is on the road to Series B with products already live and used every day by real people across campuses and cities. Two things define how we work. The first is that we build AI which does the work rather than AI that talks about it: our systems take actions on a person's behalf and are judged on what actually happened, not on how the conversation felt. The second is that we run on measured numbers. Every person here can tell you their one number and where it stands today, decisions get made on a data pull rather than a deck, and we have killed our own favourite plans on the strength of one honest look at the evidence. It is a company where you will be given a real line to own and then held to it, and where you will find out quickly whether something is working, which is either the best or the worst news depending on the kind of person you are.

What Kaabil is

Kaabil is a career application that combines two powerful capabilities: an AI agent that reaches out to real recruiters on a candidate’s behalf every day, and a system that proves their skills through assessments, guided learning, and verifiable credentials. The two are connected in a continuous loop. Each job shows a match score and identifies the test or learning path that can improve it. Once completed, the credential updates the candidate’s resume and improves the agent’s future outreach. A single score and progress bar track overall growth, while contests and leagues keep candidates engaged. For institutions, Kaabil helps turn student readiness into measurable progress. Students get unlimited assessments with free retakes, lifetime credential wallets, targeted learning, and weekly readiness visibility for the institution.

What are you actually selling

• Not the jobs product. A fifteen-year-old is not job hunting, and we do not pretend otherwise.
• What a school or a coaching institute buys is the assessment and skills half of Kaabil: unlimited graded tests with free retakes and the best score kept, a general-access library their learners can work through on their own, the ability for any teacher to turn their own material into a test in a few clicks, and a readiness picture across the cohort that the institution can actually see and act on.
• Every learner keeps a credential wallet for life — which is the one place the two halves of the company quietly meet, because the same wallet is what a jobs product reads from five years later.
• This is a web product, deliberately. School tests are invigilated on lab machines, so there is no phone in the exam hall, no app-store review, no device-policy conversation with a parent. It removes friction rather than adding it.

What you will own

• The line, and the thesis underneath it. This is a hypothesis test before it is a revenue target, and we will not pretend otherwise in the interview. The question you are being hired to answer is whether skills assessment sells into Indian schools and coaching institutes at a price that works, and how. You will get a real budget and a real quarter to answer it, and the answer is allowed to be no.
• Two motions that look nothing like each other. Roughly 85% of what closes in a quarter is a small coaching institute of 300 to 800 learners where the owner is the only signature, the budget is cash flow rather than a cycle, and the whole thing takes two to four weeks. The other 15% is a premium school, where it is a principal plus trustees plus a committee, the budget opens in April and nowhere else, and it takes eight to sixteen weeks. Running both without letting the slow one eat the quarter is most of the job.
• A pilot-first motion, and the discipline to end pilots. A real cohort produces a real number before anything is signed. Your job is to make that pilot land well enough that the agreement argues itself — and to walk away when it does not, because an institute that will not activate is a renewal we lose twelve months later with our name on it.
• Teacher activation, which is the leading indicator. Signature is half the job. The number that predicts renewal is how many teachers authored something in the first month. A cohort where the faculty never made a single paper is a cohort that churns, and you will know that before the invoice is due.
• The commercial floor. Minimum contract value is 60,000 and it is a hard floor, not a guideline — below it the trip costs more than the deal returns. Travel is roughly nine-tenths of what a closed deal costs us to serve, which means where you go and how often is a commercial decision you own, not a logistics one.
• Building the motion, then the team. A repeatable pitch, a pilot playbook, a qualification bar and a forecast. If the thesis proves out, this line grows into a team and you are the person who wrote how it works.

Your first ninety days

Days 1 to 30

Learn the product properly — sit the assessments yourself, author a paper as a teacher would, and live inside the institution dashboard until you can demo it without notes. Map your territory: which institutes, what size, who signs, and when their money is actually available. Get two pilots live on real cohorts.

Days 31 to 60

Convert your first agreements. Get a teacher authoring above zero in every pilot cohort in month one, and know why for any that are not. Separate the two motions cleanly so the April-budget schools sit in a different forecast from the coaching institutes that can sign this month.

Days 61 to 90

An honest verdict on the thesis, with evidence: what a real close rate is on conducted demos, what a real cycle length is per segment, what price actually holds, and what it costs to acquire one institute. A repeatable motion if the answer is yes, and a clear written case if the answer is no.

The numbers you carry

Signed institutions and licensed learners • demos conducted and close rate on conducted, by segment • teacher authoring inside thirty days • pilot-to-paid conversion • realised price per learner against list • renewal rate • cost to acquire one institute, travel included.

What we are looking for

• 3 to 5 years selling into Indian schools or coaching institutes, and you can name yours.
• You have sold to an owner, not only to a committee. A coaching institute is one person who decides in a single conversation and pays from cash flow. A school is a committee with a season. If you have only ever done one of those, tell us which — but you will be learning the other in your first quarter.
• You know how a school year actually works. When the budget opens, why nothing closes in March, what an admission season does to a principal's calendar, and why a July conversation and a January conversation are not the same conversation.
• You are comfortable in a corridor and a staffroom. The teacher is the person who decides whether this lives. If you cannot hold a room of sceptical faculty who have been sold to before, this is the wrong role.
• You travel willingly, and you can state your number out loud. The institutes that convert best are rarely the ones in your own city, and everyone here knows their one number and where it stands today.

What will make you stand out:

a coaching chain or a multi-branch group where one signature covered many centres a first sales hire somewhere, who built the motion rather than inheriting it genuine fluency in the regional language of your territory, well enough that a staffroom conversation is not held in English out of politeness someone who has killed their own product line with evidence and can talk about it without flinching.

This is not the role for you if

You want a defined lead list and a marketing team feeding you meetings you need a proven playbook on day one, because the honest answer is that writing it is the job you measure your year in signatures and treat what happens afterwards as somebody else's problem you would be uncomfortable telling the company, with evidence, that the line you were hired to build should not exist.

What you get

• A line, not a seat. You own the schools and coaching revenue line — the thesis, the pipeline, the pricing conversation, the pilot decisions and the renewal. Not a slice of somebody else's target.
• Compensation. Competitive fixed, plus a performance-linked variable tied directly to the number you own. We will talk real ranges on the first call rather than at the end of the process.
• Speed, and a real seat. Decisions in days, a direct line to the founder, and a pre-Series-B role where you are the first commercial hire on a new front. If the thesis proves out, the motion you write in the next two quarters is the one the company runs on for the next two years, and the team that runs it is yours to build.