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Enterprise Account Executive

Opening soon

the first seller earning trust with the CROs and VPs of Sales who own the number.

Cyprus (on-site or remote) · Full-time

Location requirement

You must be physically located in Cyprus. This is a hard filter, not a preference. Applications from outside Cyprus will not be considered, regardless of relocation willingness on the candidate's side.

The role

Dija helps sales teams turn more of their week into selling. The buyer is not shopping for another dashboard. They are accountable for a number, they can feel the cost of a slow or overloaded sales motion, and they need to believe the change will show up in the forecast.

You will co-sell the first enterprise deals with the founder. You will run discovery, make the business case, build the buying map, navigate security and procurement, and close with enough truth in the process that the customer is still glad they bought six months later. This is a builder seat with a quota-shaped outcome, not a territory caretaker role.

Why this seat now

The early deals define the sales motion. We need a seller who can learn the product deeply enough to sell the change, not just repeat the demo, and who can turn each serious conversation into a clearer ICP, a better proof point, and a more honest forecast.

You will have direct access to the founder and a short path into product decisions. There is no inherited playbook and no large SDR, solutions, or enablement machine behind you. The opportunity is to build the version that works, then make it repeatable.

What you'll own, and what it becomes

First 6 months (what you do Monday)

  • •Target account motion: build a focused list of companies where the sales problem is expensive enough to solve now. Research the business, the motion, and the person who can actually sponsor change.
  • •Executive discovery: earn a conversation with CRO and VP Sales buyers, diagnose the cost of the current process, and separate a real business case from polite curiosity.
  • •Founder co-selling: run the deal with the founder while making the process more transferable every week. You own the follow-up, the mutual action plan, the next step, and the truth about what is blocking the close.
  • •Business case and close: connect Dija to a measurable outcome, navigate the people who influence the decision, and handle the hard questions about data, implementation, risk, and change management without hiding behind a deck.
  • •Field feedback: bring the exact language, objections, lost-deal reasons, and proof gaps back into product and marketing. The first sales hire should make the product and the story better, not only the pipeline bigger.

12 to 36 months (what it becomes)

  • •Month 12: you have a repeatable enterprise motion, a clean view of the ICP, and a set of customer outcomes that make the next deal easier to believe. Forecasting is based on evidence, not optimism.
  • •Month 24: you own the enterprise motion from first meeting to expansion. You help decide where we focus, what we promise, and which first sales hires can raise the bar without adding ceremony.
  • •Month 36: you are the commercial leader who helped turn founder-led proof into a category-level sales engine. Whether the next title is VP Sales here or something you build next, the playbook and the number are yours.

Who you are

  • •You have sold complex B2B products to senior revenue leaders. You can talk to a CRO about pipeline and productivity, then get specific enough with an operator to understand what would actually change on Monday.
  • •You have numbers you can defend: quota, attainment, deal size, cycle length, win rate, or a concrete story about a deal you rescued. We are interested in the work behind the number, not a polished title.
  • •You can prospect without waiting for permission and run a process without turning it into theatre. A small target list researched properly is more valuable to you than a large list nobody understands.
  • •You sell outcomes and handle uncertainty honestly. If the product is not a fit, you say so. If a buyer needs proof we do not have, you find out what proof would matter instead of inventing confidence.
  • •You want to be close to the product. You will sit in implementations, take the hard customer call, and use what you learn to sharpen the next deal.

Why you'd take this, and when you shouldn't

Take this seat if you want to be the first serious commercial owner of a product with a point of view. You want founder access, meaningful deal responsibility, and the chance to build the system your future team will use.

Do not take this seat if you need inbound leads, a named territory, a full presales team, or a manager to tell you which account to call. If you sell by activity volume while avoiding the buyer's actual business problem, this seat will expose that quickly.

What we will not do

We will not confuse movement with pipeline. There will be no fake forecast, no twelve-step process built to make a CRM look full, and no pressure to close a customer who does not have a credible path to value. We will care about signed revenue and the quality of the customer relationship that follows it.

The bar

Bring us a deal you won and a deal you lost. Tell us what the buyer believed at the start, what changed, where the process actually turned, and what you would do differently now. We want the operator behind the result, not the victory lap.

On the first call, sell us the problem Dija solves without using the product name. If you can make the cost of the status quo feel specific and earned, we will have something worth building together.

Not open yet

This role is opening soon. Leave your email and we'll reach out when it goes live.