Enterprise Account Executive

duckbill; United States; On-site; USD 120,000 - 180,000; Full time

Job summary

Duckbill is building Skyway to help AI-native companies manage cloud and AI spend, with a focus on forecasting, scenario modeling, and invoicing. We are scaling the sales team to own the full sales cycle and create a scalable pipeline.

You will inherit demand, active opportunities, a known brand, and a market we have spent years building. Inbound is steady, but you’ll also need to proactively build pipeline to hit goals and grow the Duckbill sales network.

Qualifications

• Own the full sales cycle and close enterprise deals.
• Build pipeline continuously from inbound, outbound, referrals, and events.
• Run discovery, qualify opportunities early and manage the buying group.
• Keep HubSpot CRM usable with notes, next steps, and context for all teammates.

Responsibilities

• Own the full sales cycle. Qualify, run discovery, manage follow-up, work the buying group, and close.
• Build pipeline continuously. Inbound opportunities, outbound, closed-lost re-engagement, referrals, events, partner conversations.
• Take over real opportunities quickly: learn market, customer problems, and the Duckbill story in 30 days.
• Keep HubSpot useful. Ensure CRM data is current for learning and forecasting.
• Run useful discovery and qualify deals early.

Skills

Full sales cycle

Pipeline building

Discovery & qualification

HubSpot

Tools

HubSpot

Job description

We're building Skyway, a platform to help companies find, procure, manage, and forecast hyperscaler, inference, and GPU infrastructure. With the explosive growth of AI, companies are signing the largest infrastructure agreements in history and doing it all with spreadsheets and fingers-in-the-wind. Skyway provides structure and data to make the problem suck a whole lot less.

Our customers are the strategic finance and engineering leaders at AI labs, inference providers, neoclouds, and AI-native software companies who are making seven, eight, nine, ten -figure compute decisions using data that flows through our systems.

Under the hood, we're turning unstructured agreements-hyperscaler private pricing agreements, AI lab MSAs and prepaid credits, neocloud reserved capacity-into structured data, dynamically recalculating bills against both contract and public pricing, and giving finance and engineering a single shared set of numbers for what they've consumed, are consuming, and will consume.

Our goal is to be the system every AI-native company runs its compute strategy on: forecasting, scenario modeling, commitment tracking, invoice validation, benchmarking, and purchasing, all on top of the best proprietary pricing dataset in the world.

Duckbill has spent the last seven years helping companies understand, manage, and negotiate their cloud and AI spend. We've worked with hundreds of enterprises, negotiated tens-of-billions in cloud and AI contracts, and built one of the best-known brands in the cloud world. What we haven't had is a full sales team. Like a lot of startups, our founding AE has moved into a Head of Sales role after spending years closing deals with help from our Cloud Economists, negotiators, and product team. Now we're scaling the team up. You'll inherit demand, active opportunities, a known brand, and a market we've been working for years. You'll also be expected to create pipeline, run deals, and help build a sales org that can scale.

Why this role exists

Enterprise cloud and AI spend is changing faster than most companies can manage it. For years, cloud cost management mostly meant finding waste in an cloud bill. While that still matters, it is not enough anymore.

Companies are now making large commitments across AWS, Anthropic, OpenAI, Azure, GCP, neoclouds, and inference providers without benchmarks, tooling, or visibility into whether the contracts they are signing are any good.

In response, we're building Skyway, our platform for managing commercial terms and compute commitments across cloud and AI providers. It comes directly from the work we're already doing with customers: helping them understand their commitments, negotiate better contracts, and make better, more informed decisions for their business.

The loop is simple. We help a customer with an expensive contract problem. That gives us trust and context. Skyway helps the customer forecast and manage those commitments over time. The next contract cycle gives us another reason to be in the room.

That's the business we need you to help build.

What makes this hard

The buyer is changing. While we still sell to FinOps and cloud cost teams at traditional enterprises, the best conversations are increasingly happening with AI-native or AI-active companies where engineering, finance, and infrastructure leaders are all circling the same problem. The first person to feel the pain might be in engineering, strategic finance, infrastructure, or procurement, and budget ownership may not be clear when you arrive. You have to be comfortable entering through whichever door is open and helping the company figure out who needs to be in the room. Sales cycles are usually 90 to 120 days. You'll need to stay close to the account, keep the next step alive, and know the difference between real urgency and wishful thinking. We do not have an SDR team filling your calendar. Inbound is consistent and it converts well, but it will not carry the number by itself, so you'll need to work to build pipeline on your own.

What you'll do

• Own the full sales cycle. Qualify, run discovery, manage follow-up, work the buying group, and close.
• Build pipeline continuously. Inbound opportunities, outbound, closed-lost re-engagement, referrals, events, partner conversations, and the Duckbill customer network will all be part of how you build your book.
• Take over real opportunities quickly. In the first 30 days, you'll learn the market, the customer problems, the Duckbill story, and the way we qualify deals. After that, you should be running more of the pipeline with less hand-holding and taking over opportunities already in flight.
• Keep HubSpot useful. We know most salespeople would rather be selling than updating the CRM. Same. But if we're going to build a truly extraordinary company and team, the CRM data has to be usable. Notes, next steps, closed-lost reasons, and deal context need to be current enough that all of us can learn from them.
• Run useful discovery. We work cl