Launcher / GTM Lead, GCC

ABOUT NASH

Nash is last-mile delivery infrastructure. We help the world's largest retailers and commerce companies orchestrate, optimize, and manage their delivery operations. Founded in San Francisco in 2021, backed by Andreessen Horowitz and Y Combinator, Nash works with enterprise customers across North America, Europe, APAC, and the Middle East.

Our platform sits at the center of complex delivery operations: connecting carriers, optimizing routes, managing fleets, and giving operators the visibility and control they need to run delivery at scale. We're not a marketplace. We're the infrastructure layer that makes the whole system work.

Every enterprise customer presents a different operational reality. A grocery chain running same-day delivery from hundreds of stores has different constraints than a retailer consolidating three carrier networks into one. Nash doesn't sell a fixed product off a price sheet. We design and configure solutions around how each customer actually operates, then deploy with dedicated engineering and product support. The sales process is inseparable from the solution design process.

THE OPPORTUNITY

Nash has an established Middle East business anchored by strategic enterprise work in Saudi Arabia. We're now at the point where two things need to happen at once: deepen our enterprise footprint in the Kingdom, and prove that Nash's model works across the wider GCC.

This role exists to do both. You'll close enterprise deals in Saudi Arabia's retail and logistics market, and lay the strategic groundwork for Nash's expansion across the region. In both cases, "closing" means more than commercial negotiation. It means understanding a customer's operation deeply enough to design the right solution, working with our product and engineering teams to scope it, and building the business case that makes the investment obvious.

Saudi Arabia is one of the most interesting delivery markets in the world right now. Retail and grocery are modernizing fast, quick commerce is scaling nationally, and delivery has moved from an afterthought to core infrastructure. The companies building through this shift need exactly what Nash does.

It's a rare combination: real pipeline to close today, a regional expansion thesis to develop alongside it, and direct influence over what Nash builds next.

WHAT YOU'LL DO

CLOSE NEW ENTERPRISE CUSTOMERS IN KSA

Own new enterprise opportunities in the Kingdom end-to-end, from first conversation through to signed partnership. But "sales cycle" undersells what this actually involves.

Each deal starts with understanding a customer's delivery operation in detail: how orders flow, which carriers run which zones, where manual workarounds mask systemic problems, what their cost structure actually looks like. From that understanding, you design the Nash solution. Which products apply. How they integrate with existing systems. What the deployment sequence looks like. What outcomes the customer should expect and when.

You'll work directly with Nash's product and engineering teams to shape proposals. Sometimes you're configuring what exists. Sometimes you're identifying a gap that becomes a product investment. The best deals at Nash aren't closed by selling features. They're closed by designing a system that solves a problem the customer couldn't solve with their current stack.

You'll work with senior operators and executives at retailers, grocery chains, quick commerce companies, and logistics businesses. Nash already works with one of the Kingdom's leading grocery retailers. Your job is to convert that credibility into new partnerships, not by running a volume play, but by identifying the right enterprise accounts and building deep, strategic relationships. In Saudi Arabia, that relationship work is the deal. Trust is built in person, over time, and it compounds.

SUPPORT THE GROWTH OF EXISTING STRATEGIC ACCOUNTS

Work alongside regional leadership to expand our largest customer relationships. These accounts are multi-product, multi-year partnerships where the next phase of growth depends on identifying what Nash should build and deploy next.

This means running structured assessments of a customer's current operations, mapping where new Nash capabilities could change their cost structure or delivery experience, and building the business case that gets a new workstream funded internally. You'll model scenarios: what happens if this retailer shifts 30% of volume from third-party fleets to a captive fleet? What does route optimization save across 150 stores versus 40? What's the real cost of a failed delivery when you account for redelivery, customer churn, and call center load?

Some of this work is regulatory as much as commercial. Data residency under PDPL, riyal-denominated commercial structures, and local compliance requirements all shape how solutions get designed and priced in the Kingdom. You don't need to be a lawyer. You need to treat these as design constraints, not obstacles.

You'll work closely with Product and Engineering to translate what you learn in the field into product direction. The line between selling and building is thin at Nash. Your customer conversations directly shape our roadmap.

This is strategic work, not account management. You're helping senior operators see what's possible and building the commercial and technical structure to get there.

LAY THE GROUNDWORK FOR GCC EXPANSION

Nash's international plan calls for enterprise customers beyond Saudi Arabia. Your job isn't to run a full sales cycle in a new country while also closing deals in the Kingdom. It's to do the strategic groundwork that makes expansion possible: identify which GCC markets have the strongest fit for Nash, map the top 10-20 target accounts, build a view of local carrier ecosystems and competitive dynamics, and start activating warm introduction pathways through Nash's founder network, advisors, and your own connections.

This looks like research, relationship-building, and a handful of well-prepared trips rather than sustained in-market selling. You'll build the target list, secure the first executive meetings, and develop enough local context to design a credible entry plan. When a conversation gets serious, you'll work with regional leadership and Nash's global team to shape the engagement.

New markets also mean new operational patterns. Delivery in Dubai works differently than delivery in Riyadh, and both work differently than delivery in Sydney or San Francisco. Carrier ecosystems, courier nationalization rules, customer expectations, addressing conventions, and cost structures all shift. Ramadan inverts the demand curve. Summer heat reshapes delivery windows. Cash on delivery still matters in some segments. Part of this work is understanding those differences well enough to know where Nash's existing product translates and where adaptation is needed.

BUILD THE PLAYBOOK

Every engagement teaches Nash something. You'll capture what works (and what doesn't) across deal cycles, competitive positioning, pricing, and regional nuance. The goal is to leave behind a playbook that makes the next hire faster and the next market easier.

WHAT SUCCESS LOOKS LIKE

First 6 months:

Material contribution to multiple new Saudi enterprise deals closed or in final stages

A healthy pipeline of qualified enterprise opportunities with clear next steps

Strategic account value assessments completed, with new use cases scoped and costed

Active collaboration with Product and Engineering on at least one customer-driven product investment

GCC expansion research complete: target market identified, top accounts mapped, initial outreach underway

First 12 months:

Material contribution to meaningful new revenue closed from the Saudi enterprise pipeline

A documented, repeatable enterprise sales approach for the Saudi market, including solution design templates and engagement frameworks

First qualified enterprise co