Sales Jobs in Sydney, Australia (Now Hiring) — 2,430 open — Page 28

The Role

As we continue to expand across the Asia-Pacific region, we're seeking a results-driven Regional Sales Director to lead our APAC sales organization. You'll take the foundation we've built in ANZ and scale it into Singapore and broader APAC—building an outbound-first culture in a region where inbound doesn't exist, coaching early-stage AEs into quota-carrying killers, and navigating the most diverse sales territory on the planet.

This is a player-coach role. You'll be as comfortable rolling up your sleeves in deals as you are leading a team toward aggressive growth goals. You'll own the full P&L of the region—bookings, pipeline coverage, team productivity, and ramp—and serve as Telnyx's evangelist across APAC markets.

This is a build, not a manage. Expect to be hands-on for the first 12 months.

What You'll Do

Team Leadership & Development

• Inherit, assess, and develop a team of 4 AEs and 4 BDRs based in Sydney, scaling to 8 AEs by 2027
• Run regular deal clinics, call reviews, and role-plays—coach from the call recording, not the dashboard
• Build a culture of accountability, continuous improvement, and execution
• Hire, onboard, and mentor AEs and BDRs in the APAC market; build a pipeline of candidates before reqs open

Outbound Pipeline Engine

• Build a prospecting engine that generates predictable pipeline across ANZ, Singapore, Japan, and broader APAC
• Structure BDR→AE handoffs with measurable conversion targets (60%+ SQO-to-Stage-1)
• Achieve and maintain 3x+ pipeline coverage—not by inflating pipeline, but by building it
• Develop market-specific prospecting playbooks (ANZ, Singapore, Japan, Southeast Asia)

Multi-Country APAC Strategy

• Segment APAC into Tier 1 (ANZ, Singapore—active selling), Tier 2 (Japan, Hong Kong—relationship building), and Tier 3 (India, Southeast Asia—future investment)
• Navigate distinct buying cultures: direct ANZ, relationship-first Japan, price-sensitive Southeast Asia, volume-driven India
• Understand competitive landscapes per market (Twilio in ANZ/Singapore, NTT/KDDI in Japan, Singtel in Singapore, Tata in India) and adjust the pitch accordingly

Go-to-Market Execution

• Own and execute strategies to acquire new logos across mid-market and enterprise segments
• Equip the team to sell across Telnyx's full product ecosystem—voice, messaging, networking, storage, and AI-powered communications
• Champion Telnyx's AI-powered offerings (Voice AI, real-time transcription, LLM inference) as part of comprehensive deals
• Build and leverage partner/channel relationships in markets where partners are the primary route to market (Japan, Southeast Asia)

Forecasting & Revenue Discipline

• Deliver accurate pipeline reporting and forecasting via Salesforce, with strong focus on opportunity hygiene and conversion metrics
• Enforce MEDDPICC discipline—inspect evidence at each stage, not just check the box
• Maintain forecast accuracy within 10–15% across consecutive quarters
• Run a weekly pipeline review that's 30 minutes, not 2 hours

Cross-Functional Partnership

• Collaborate closely with Pre-Sales, Marketing, Customer Success, Partnerships, and BDR teams to create an integrated revenue engine
• Advocate for APAC resources, product investment, and market-specific needs with HQ
• Push back on HQ priorities when APAC reality demands it, in a way that builds trust

Field Evangelism & Market Presence

• Act as a Telnyx evangelist across APAC—at regional conferences, industry events, customer sessions, and partner ecosystems
• Build inbound gravity through presence: keynotes, partner co-marketing webinars, customer advisory dinners
• Run internal enablement sessions ensuring every AE can sell across the full product portfolio with equal fluency

Rapid Domain Mastery

• Get on top of Telnyx's product portfolio and market constraints fast—understand SIP trunking, TeXML vs. Call Control, USD pricing implications, and what Telnyx can and can't do in each APAC market
• Layer in process during natural cadences, not as a multi-week reorg that pulls reps off the phones
• Build revenue strategy around reality, not assumptions from a previous company

What We're Looking For

Required:

• 8+ years in B2B technology sales, with 4+ years in a team leadership role
• Has managed a team of 4+ quota-carrying AEs (not just BDRs/SDRs)
• Multi-country APAC experience—has sold or led teams across at least 3 APAC markets with distinct buying cultures
• Currently based in Sydney, or willing to relocate (this is an in-office role 3–4 days/week with the team—not remote, not Singapore-based)
• Has built an outbound pipeline engine from scratch—didn't inherit a brand that generates inbound
• Has implemented and enforced a structured qualification framework (MEDDPICC, MEDDIC, or similar) across a team
• Forecast accuracy within 15% for multiple consecutive quarters
• Has hired 5+ AEs/BDRs in the APAC market and can discuss the local talent landscape
• Has operated lean—led teams through real constraints (thin SE coverage, time zone isolation from HQ, limited budget) and found creative solutions instead of using them as excuses
• Professional fluency in English

Preferred:

• Experience selling CPaaS, UCaaS, telecom, cloud infrastructure, or developer-platform products
• Has scaled a sales team from <6 to 8+ reps and knows what breaks when you double a team
• Partner/channel experience in APAC markets
• Familiarity with tools such as Salesforce, Salesloft, Slack, Openclaw, Hermes Agent
• Experience with AI-powered communications technologies (Voice AI, real-time transcription, LLM inference)

What We're Not Looking For

• A strategy-only leader who doesn't coach deals—this team needs hands-on coaching, not another deck
• Someone who's only succeeded in one APAC country—APAC is too diverse for single-market experience
• A big-company leader who needs a full bench (marketing team, SE team, RevOps, enablement)—Telnyx APAC is lean
• Someone who treats "APAC is different" as an excuse—it is different, but great leaders adapt and execute, not hide behind it
• A first-time manager learning on the job—the team needs an experienced coach now
• A leader who can't operate without frequent HQ access—APAC requires independent decision-making
• The process-first director who spends weeks writing playbooks while the team stops closing deals—process should enable selling, not pause it

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