Vice President of Sales, SMB SaaS & Payments

Job description

Vice President of Sales - SMB SaaS & Payments

SuperSonic | Tampa, Florida | Full-time

Reports to the Founder & CEO

Comp: Base Salary of $150,000 to $180,000 , with $250,000 to $300,000 in annual on-target earnings , inclusive of base salary and target incentive compensation. Final compensation depends on relevant experience and demonstrated success building transactional SMB sales teams. Incentive earnings depend on performance against agreed targets.

About SuperSonic

SuperSonic is a POS and payments platform for independent retailers. More than 3,000 store owners use our software to manage payments, inventory, loyalty, online ordering, and loss prevention, backed by 24/7 U.S.-based support.

We're hiring a VP of Sales to run our direct-sales organization, make our current team more productive, and recruit and develop the people who will lead our next stage of growth.

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Where We Are Today

We have two Account Executives today. Our goal is to grow to approximately 30 AEs over the next 18 to 24 months, supported by a productive BDR team and frontline sales managers.

This is a transactional, high-volume SMB sales cycle. Annual contract value averages approximately $5,000, with deals up to $20,000. We sell directly to business owners.

We have targets, performance tracking, a CRM, and sales tools in place. Reps are logging data; we have a pipeline; we have leads; we are dialing, connecting, setting, etc.

We also have working drafts of our sales and leadership playbooks. Think of the current setup as version 0.5: the foundation is there.

We need someone to take ownership, put it into practice, and improve it.

You will manage reps directly at first. As the team grows, you will recruit and develop the managers needed to support it.

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Your First 30 Days

You will sell alongside the team. That means prospecting, working leads, booking meetings, running discovery and demos, following up, and personally closing new merchant accounts.

You will own opportunities through the sales process, not just shadow calls or step into someone else's deal at the finish line.

Work with the same tools and commercial guidelines as the reps. Use your own calls and results to learn the business and demonstrate what good selling looks like.

Recruiting and coaching begin during this period too. After the initial ramp, stay willing and able to sell while making the team's performance your primary responsibility.

By Day 60

Run the team and own performance. You are leading the sales team day to day, with regular call reviews, role-plays, individual coaching, and a weekly forecast. Use and improve our existing tools and draft playbooks. Show measurable progress in the team's priority conversion metrics and address persistent performance gaps. Accountability for revenue growth and qualified pipeline begins after day 30.

Have the first BDR hires onboarded. New hires are working through clear training and ramp milestones. You have an active recruiting funnel with consistent candidate sourcing, interviews, practical sales assessments, and hiring decisions. Recruiting is an ongoing part of your week, not something that stops after filling the first seats.

Put new acquisition ideas into practice. Work with Growth Marketing to launch targeted outreach and referral tests, including recruiting partnership relationships. Track qualified meetings held, opportunities created, and resulting sales. Identify what deserves more effort and what needs to change.

By Day 90

Deliver revenue and pipeline results through the team. Deliver against agreed direct-sales revenue-growth and qualified-pipeline targets. Demonstrate improvement in rep productivity and conversion, not just higher activity or more headcount. The team should advance and close business with less founder & VP involvement, rather than depending on you to take over every deal.

Make recruiting, onboarding, and development repeatable. Maintain a candidate pipeline that supports the approved hiring pace. New BDRs generate qualified meetings, and new AEs build pipeline and close accounts against their individual ramp milestones. Review who is progressing, provide specific coaching, and make timely personnel decisions when expectations are not met.

Execute a clear plan for the next stage of growth. Own a hiring and revenue plan for the next two quarters that connects AE and BDR headcount, start dates, ramp time, lead requirements, coaching capacity, and acquisition costs. Show how that plan supports the goal of approximately 30 AEs within 18 to 24 months. Recommend where to invest based on results, with next-quarter recruiting already underway.

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What You Will Own

Recruit and build the AE and BDR teams

Build an ongoing recruiting funnel through personal outreach, referrals, networks, and recruiting support. Define hiring profiles, run interviews and practical sales assessments, and maintain a steady candidate pipeline.

Own hiring, onboarding, development, promotions, performance management, and termination decisions, working with People Operations. Track recruiting through to successful ramp, not just accepted offers. Build development paths from BDR to AE and from rep to manager.

Train and coach the team

Use our draft playbooks as the starting point for onboarding, training, call reviews, role-plays, and individual coaching. Demonstrate what you expect, have reps practice it, and follow up to see whether their results improve.

Coach prospecting, discovery, demos, objection handling, follow-up, and closing. Distinguish between a skill gap, an activity problem, poor lead quality, and a broken process. Address the actual issue while holding people accountable.

Build a productive BDR function

Recruit and develop BDRs, establish clear ramp expectations, and improve targeting, outreach, qualification, meeting-setting, and handoffs to AEs. Work with Growth Marketing on prospect lists and messaging. Manage the team against qualified meetings held, accepted opportunities, and pipeline that converts.

Improve sales performance and own the number

Take ownership of the existing targets, reporting, and forecast. Improve lead prioritization, speed-to-lead, meeting attendance, conversion, follow-up, and revenue per rep.

Keep the process appropriate for our deal size. Remove unnecessary steps, protect selling time, and make sure additional hiring is supported by pipeline, onboarding capacity, and rep productivity.

Own and adapt the direct-sales strategy

Work with the CEO on customer focus, positioning, pricing, packaging, offers, quotas, and compensation. Use customer conversations and results to decide what to change and where to invest. Build consistent growth that depends less on individual relationships and daily founder involvement.

Develop new lead sources with Growth Marketing

Help create pipeline rather than waiting for leads. Work with Growth Marketing to test outbound campaigns, referral programs, events, and other acquisition sources. Personally help recruit and activate relationships with CPAs and other business advisers who can introduce merchants to our direct-sales team.

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How You Will Be Measured

After the initial 30-day selling ramp, your primary KPIs will be direct-sales revenue growth and qualified pipeline creation and conversion.

We will also track rep productivity, quota attainment, hiring progress, ramp time, and acquisition efficiency. Growing headcount alone is not the goal. Building a team that produces is.

Variable compensation will include clawback provisions detailed in the written compensation plan.

Work closely with Implementation and Merchant Success to ensure sales commitments are accurate, handoffs are complete, and new merchants go live successfully.

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What We Are Looking For

Experience directly leading AEs and BDRs in a transactional SMB sales environment with comparable deal sizes and sales cycles.

A record of personally recruiting salespeople, building onboarding and training, improving rep performance, and making difficult personnel decisions.

Strong personal selling skills. You can prospect, run a demo, and close, and you are comfortable demonstrating your approach and having your own calls reviewed.

Evidence that teams became more productive under your leadership, with the ability to connect hiring, pipeline, conversion, revenue, and acquisition economics.

Experience building in a lean organization. Vertical SaaS, POS, payments, fintech, or other products sold to SMB owner-operated businesses are especially relevant.

Professional fluency in additional languages is a plus, particularly when you can use those languages to sell or coach.

Scope and Growth

The existing agent and reseller channel, including its partner-sourced business, remains under separate leadership. You will provide consultative support there, but it is not part of your initial ownership.

For someone with the experience and results to take on broader responsibility, this role could grow into VP of Revenue or CRO, potentially including leadership of Marketing. That potential is welcome, but not required. The immediate job is to build and run direct sales.

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Worksite address

tampa, FL, 33646, US

Who can apply

Review the original listing for work authorization, qualifications and employer requirements.