Director, Enterprise Account Management

Why this role exists

Spare sells transit technology to public agencies across North America — demand response and paratransit, microtransit, fixed route, enterprise asset management, and AI Solutions.

The Enterprise segment is a finite market. There are roughly 150 large transit agencies in North America that qualify as Enterprise for us, and we already serve a meaningful share of them. That single fact reshapes what account management means here. We cannot grow this segment by adding logos at volume — the growth has to come from going deeper into agencies we already serve, defending contracts that come up for re-procurement, and attaching products beyond the one that got us in the door.

That is the job. You will own the commercial outcome of Spare's existing Enterprise relationships: net revenue retention, gross retention, multi-product expansion, and renewal defense against well-funded competitors who want our installed base.

This is not a customer success role wearing a commercial hat. This is a Sales Leadership role. You will carry a number, build a team that carries numbers, and be accountable for a material share of Spare's revenue plan.

What you'll own

The Enterprise installed base. Roughly 60–70 agency customers today, spanning our largest strategic accounts (multi-million-dollar contracts, multi-year procurement cycles, national reference value) through to newer Enterprise logos with significant untapped platform potential.

A team of Enterprise Account Managers. You will inherit and grow a small, senior team.

A revenue number with three components:

• Expansion ARR: Cross-sell and upsell into the installed base — Fixed Route, AI Voice, EAM, and Demand Response scope growth

• Gross retention: Contract renewals and re-procurements held, including competitive recompetes

• Multi-product attach rate: Percentage of Enterprise accounts running more than one Spare product

The renewal and re-procurement calendar. In public sector, a renewal is frequently a new competitive procurement. Knowing which of our contracts expire when, which will go to open RFP, which can be extended or modified, and what has to be true 18 months out to survive that event — that visibility is your responsibility to build and maintain.

Role responsibilities

1. Expansion revenue (the largest part of the role)

• Own the Enterprise expansion quota, allocate it across your team by account, and manage it with the same rigor a new-business leader manages new logo pipeline: named opportunities, stages, dated close plans, weekly inspection

• Build and enforce account planning on strategic accounts — full-platform TAM per agency, stakeholder maps that reach beyond the transit operations buyer, and a sequenced product roadmap per account

• Drive the proactive business case motion: your team should show up at agencies with a quantified case for the next product, built from agency operating data and Spare telemetry, rather than waiting for the agency to ask

• Align expansion timing to how public agencies actually buy — fiscal year budget development, capital planning cycles, and federal and state funding programs (5307, 5310, 5311, CMAQ, state SGR pools)

• Partner with Solutions Engineering on technical discovery and workflow design for expansion scope; partner with Marketing and Product Marketing on product-specific enablement

2. Retention and competitive defense

• Own gross retention on the Enterprise base and be the accountable executive for every at-risk contract

• Maintain an 18-month forward view of contract expirations, option-year exercises, and re-procurement risk, and run a defense plan for each one

• Lead recompete strategy: incumbency positioning, requirements influence during pre-solicitation, reference orchestration, pricing posture in coordination with Finance and Deal Desk

• Know the competitive set cold — Via, RideCo, Trapeze/Modaxo, and the point solutions circling each product line — and build displacement-resistant positions in our largest accounts

• Escalate product and delivery risk into Product and Customer Operations with commercial consequence attached, not as a complaint

3. Commercial mechanics and contract vehicles

• Own the commercial path for every expansion: contract modification, change order, task order under an existing master agreement, cooperative purchasing vehicle, or new procurement

• Work with Legal and Deal Desk on sole source justifications, piggyback and cooperative purchasing strategies, and pricing structures that survive public disclosure

• Ensure pricing discipline on expansion — protect list integrity across a customer base that talks to each other constantly through APTA, CTAA, and state associations

4. Team leadership

• Hire, ramp, coach, and hold accountable a team of Enterprise AMs; define the ramp plan and the bar for the role

• Run the operating rhythm: weekly forecast and pipeline inspection, monthly account reviews, quarterly territory and account plan refresh

• Build the enterprise AM playbook — account planning standard, Strategic Partnership Review format, expansion qualification criteria, escalation protocol

• Manage the handoff boundary with the new-business team: clean transitions from AE to AM, and clean routing back when a new procurement event is the right vehicle

5. Customer relationships and executive presence

• Own executive relationships at your strategic accounts — General Managers, CEOs, COOs, CIOs, Directors of Mobility Services — and be the person they call when something matters

• Run Strategic Partnership Reviews that are genuinely strategic: performance against agreed outcomes, service data, roadmap alignment, next-horizon planning

• Build reference capacity deliberately: your accounts are the proof points our new-business team and our investors rely on

• Represent Spare at industry events and in agency peer networks; in this market, peer reputation moves procurement outcomes

6. Forecasting and reporting

• Deliver an accurate expansion and retention forecast to the VP, Sales and Executive Team

• Own the data hygiene that makes segment-level NRR, GRR, cohort behavior, and attach rate defensible to an investor or an auditor

• Contribute the Enterprise view to annual planning: capacity, quota, coverage ratios, and the expansion assumptions underneath the revenue plan

7. Bringing new products to market

In a market this finite, the installed base is the launch surface for everything we build. A product line that can't get its first three agency references won't get its next thirty — and those references come from your accounts.

• Own new product introduction into Enterprise: select design partners against real criteria (right buyer present, core platform live and healthy, implementation capacity, willing to go on record), and convert early access into paid contracts and public references

• Hold the readiness gates. Placing an immature product in a strategic account to make a quarter burns a reference we can't replace. You'll sometimes argue against your own number, and we'll back you when you do

• Pre-position commercially: get new product scope onto master agreements, co-op vehicles, and renewals before the product is sellable, so expansion happens by modification instead of fresh procurement. Unglamorous, compounding work

• Build the new buyer relationship early: each product reaches a different part of the agency — fleet and maintenance for EAM, call center for AI Voice, planning for fixed route. Those relationships should exist before we have something to sell

• Set the price carefully. First contracts become the market's reference price permanently once disclosed

• Close the loop with Product: what a launch is missing, which objections recur — and be the credible voice on whether a product is ready to scale

• Once gated, run it as a campaign, not opportunistic one-offs: named target list, business case template, quarterly attach target

What we're looking for

Required

• 6+ years in enterprise account management, strategic accounts, or enterprise sales, with at least 2 years leading people

• Demonstrated ownership of a quantified expansion or NRR number — not retention management, not a satisfaction score. You should be able to walk us through the expansion motion you built and what it produced

• Experience selling into government, public sector, or another heavily procurement-governed buyer. You understand RFPs, contract vehicles, option years, protest risk, and why the buying process matters more than the buyer's enthusiasm

• Multi-product or platform selling experience — you have carried the problem of getting a single-product customer onto a second and third product

• Experience taking a new product line to market through an existing customer base — design partners, early access cohorts, first references, first pricing. You know the difference between a product that is launched and a product that is sellable

• Comfort with data: you can build an ROI case, read an operating budget, and defend an assumption

• Executive presence with senior public sector leadership

• Based out of Canada or the US

• Available to travel up to 30% of the time within North America

Strong plus

• Transit, mobility, fleet, or public safety technology background

• Familiarity with FTA-funded procurement, cooperative purchasing vehicles, NTD data, Title VI obligations

• Experience in a company that scaled from roughly $40M to $100M+ ARR

• Have been through a growth-stage fundraise and know what revenue diligence demands

You're probably not the right fit if

• Your background is customer success or renewals administration without a commercial quota

• You have only worked in horizontal SaaS with large account volumes and short cycles

• You need a mature playbook to execute against. You are here to write it

• You would rather manage the team than be in the room with the customer