Founding Strategic Account Manager

About this role

About Terminal Terminal builds telematics data infrastructure for the commercial fleet industry. Commercial auto insurers and fleet software companies, including industry leaders like Intact Insurance, depend on our platform to access GPS, speeding, and vehicle data from 330+ telematics providers. We recently raised our Series A led by Battery Ventures and are backed by Y Combinator, Golden Ventures, Penske Transportation Solutions, and Intact Private Capital. Our team works together in person in Toronto, combining early-stage speed with late-stage maturity while processing many terabytes of vehicle data every day. For more on working at Terminal, see our careers page at withterminal.com/careers . Note that this role is only open to Toronto/GTA-based candidates. About the role Post-sales at Terminal is NOT a support function - it is our primary growth engine. Our model compounds through the retention and expansion of existing customers, not through new logos, which makes this role the commercial engine of the company’s growth. We’re hiring our first Strategic Account Manager to own the commercial outcome: scaling, expansion and renewal inside Terminal’s enterprise accounts. You won’t inherit an account-planning system or an expansion motion; rather, you’ll have the opportunity to build them. Working in a dedicated pod with a Customer Success Manager and a Customer Engineer, you own the executive relationship, the account plan, and the value, and you build the system that every Strategic Account Manager after you will inherit. You own the number. In a high-net-dollar-retention business, that means running a disciplined scaling and expansion motion rather than hoping happy customers will grow: a documented thesis, a named budget owner, and realistic timing for every enterprise account in your portfolio. You lead the pod commercially and hold the executive relationship. You report to the COO, and the CEO reviews and countersigns commercials while you ramp. This is a senior, high-accountability role: we’re hiring someone who has owned enterprise scaling, expansion and renewal portfolios specifically, not something adjacent. What you own, and what you don’t You own three things: The number: renewal and expansion forecast for every account, and the account plan that gets you there. The pod’s commercial accountability sits here and only here. Executive relationships: the exec sponsor relationship, the stakeholder map, and the renewal runway surfaced and worked long before the commercial conversation. Pricing proposals and order-form negotiation: you apply Terminal’s pricing framework to real deals and lead the negotiation to signature. You do not own day-to-day technical delivery or implementation (the Customer Engineer), or adoption mechanics and success-plan execution (the Customer Success Manager). You apply the pricing framework; you do not invent it: packaging and non-standard terms are the CEO’s, and non-standard requests escalate immediately. The pod model exists so each role can go deep rather than broad. Role clarity is a feature, not a limitation: if you find yourself doing someone else’s job, your job is to name it, not absorb it. 1) Own the number: scaling, expansion and renewal forecast Own the scaling, expansion and renewal forecast for every assigned account, and build and maintain the account plan from day one; the commercial system of record. Run the structured scaling and expansion motions every four weeks per enterprise account: line-of-sight use cases, unlock conditions, realistic timing, and the budget owner on the customer side. Lead pricing proposals and order form negotiations; escalate non-standard terms to the COO and CEO when needed. Proposed ways to measure success and progress Scaling: growth in the active number of connected vehicles within the current business unit Expansion: expansion ARR closed against a live forecast, not opportunistic upside. Retention: NDR cohort for your assigned accounts sustained and growing. 2) Own executive relationships and the renewal runway Hold the executive relationship: bi-weekly/Monthly executive check-ins, and a stakeholder map you re-map within 10 days of any champion departure. Activate the 180-day renewal runway the moment risk signals appear, including champion change, competitive evaluation, and sustained under-utilization, rather than running a 90-day scramble. Build the renewal and expansion strategy into the account plan 6 months before each renewal date. Proposed ways to measure success and progress Every enterprise account has shared its 12-month telematics roadmap with Terminal — the partner signal. Renewals closed on time with strategy documented, not improvised. 3) Build the founding Strategic Account Manager playbook As the first SAM, co-author the account-plan template and the expansion forecast model alongside the COO in your first 90 days. Establish the commercial workflow that every future SAM inherits: renewal dates, expansion pip