Founding Account Executive, Lightfield

• 5–10 years selling B2B SaaS, with a documented record closing at $80K+ ACV
• You self-source. Tell us what percentage of your closed-won you generated yourself, and how
• Your discovery is the strongest part of your game. At this deal size the win is decided before the demo
• You multi-thread across functions, not just seniority levels. Name the three departments you had to align in your last big deal
• You've scoped an implementation as part of a sale — not handed it to a solutions team after signature
• You've displaced an incumbent system, or replaced a process a company had already committed to
• You've sold at a startup, pre-seed through Series D, and you know what it's like when the answer to "does the product do that" is sometimes not yet
• You sell consultatively. At this deal size there is no other way
• Grit that shows up somewhere verifiable

Desirable

• Strategic sells to high growth Series B and C companies ready to make Lightfield their entire GTM system — not a CRM sitting alongside six other tools, but the thing sales, marketing and customer success all run on
• That means the sale includes sales methodology, reporting and forecasting, and it means you're replacing systems and process a company has already built around
• There aren't many of these deals. Each one runs $80–150K, takes real discovery, and is won across a buying committee rather than with a champion. You'll spend more time on fewer accounts than anyone else, and each one you land changes the company's revenue profile
• There's no strategic playbook to inherit. There's a product with real traction, a category argument that hasn't been made yet at this deal size, and a founder who'll be in your deals with you
• Own a small book of Series B and C target accounts, self-sourced and worked deliberately
• Run deep discovery — how they sell today, what their methodology is, where forecasting breaks, what they've built process around
• Multi-thread across sales, marketing and customer success leadership, because the whole GTM is the sale and no one of those three can buy it alone
• Design the implementation: what gets migrated, in what order, which team goes live first, what the first 90 days look like
• Displace incumbent systems — data, migration and change-management objections alongside product ones
• Build the strategic motion itself: target account criteria, the discovery framework, the migration story, the pilot structure
• Partner with product on what Series B and C companies need that we don't have yet