Role titleManager, Enterprise Business Development
Built for this at Zendesk and Remote — both selling across the full span, SMB through Mid-Market to Enterprise, not one lane. At Zendesk, a 12-rep team fed qualified pipeline into the AE org across all three segments; at Remote, the APAC team covers that same range today. I also carry closing experience myself — three of my twenty reps hold closing authority, so I've run both sides of the table, not just the top of the funnel.
JD asks2+ years leading a BDR team — cybersecurity, DevSecOps, infrastructure or OSS strongly preferred
3+ years leading BD/SD teams end-to-end — Zendesk (12 reps, ANZ, 2022–24) then Remote (5 → 20 reps, APAC, 2024–present). Not a security background — but I sell to technical buyers inside infrastructure-grade B2B SaaS, and it's exactly the more technical market I want to grow into next.
JD asksExperience with funnel management across multiple channels and focuses
Section 03 below is the actual funnel model I run — meetings → opportunities → pipeline → bookings — across outbound, inbound and AI-sourced channels, rebuilt live as conversion data changes, not headcount.
JD asksHands-on enablement experience in onboarding and learning & development
This goes back further than management — at Toyota Finance I was systems enablement and training coach for the national dealership network, running live and virtual sessions for 20–50 dealer staff at a time. Today that shows up as a weekly 1:1 coaching cadence tied to MEDDPICC stage exits, and the Salesforce Starter SDR Kit I built and shipped — cadences, lead scoring, routing, reporting — so a new team is productive in days, not quarters.
JD asksExperience with sales and marketing tools — CRM, lead-gen software, and AI tools
The stack that works changes market to market — what clears compliance and actually runs in Japan or Korea isn't what works in Greater China, where common Western tools are restricted outright. Standing up outbound coverage across five APAC markets meant learning those constraints country by country, not bolting one global stack onto every one of them. Day to day: Salesforce, HubSpot, Outreach, Nooks and Gong; Clay, Firmable, ZoomInfo, Cognism, 6sense and Sales Navigator for signal — plus a self-built AI agent fleet on Codex, ChatGPT, Claude Code, Gumloop and n8n running prospect research and first-touch, see section 05.
JD asksStrong analytical skills and the ability to make data-driven decisions
Before sales, I was a pricing and commercial analyst — Qatar Airways, Kent Relocation Group, Toyota Finance — owning portfolios up to $1B and reverse-engineering targets into the inputs that hit them. That instinct never left: 84% → 138% attainment and 5% → 18% pipeline conversion aren't taglines, they're the output of a model I track monthly and rebuild the moment the numbers say the old one is wrong. Section 03 below is the same habit in interactive form — working backward from a bookings number to the meetings, conversion and headcount required to hit it.
JD asksProven ability to effectively recruit, hire, and train new people
28 hires at Remote alone — enough to scale the APAC team from 5 to 20, including three inside-sales reps carrying closing authority, sourced, hired, onboarded and ramped by me. 10 of them promoted in 27 months is the number I actually watch — hiring well is half the job, building a bench that moves up is the other half.
JD asksAccount coverage, target personas, opportunity quality and BDR-to-AE hand-off
Built the actual playbook at Remote — sequencing mapped to ICP fit, target personas defined by segment, and the hand-off criteria between BDR/SDR and AE that decide what "qualified" actually means. I also run outbound SDRs and closing inside-sales reps inside the same team, so I own both sides of that hand-off — the qualification bar going out, and the close rate coming back — not just one half of it. AI sits underneath it now too, scoring account and persona fit before a rep ever prospects, which is how the bar stays consistent instead of drifting rep to rep.
I've operated at both stages Chainguard is now. Zendesk was mature, enterprise-grade SaaS — the account complexity and security review cycles look like your Fortune 500 logos. Remote was the other end: a Sequoia- and Accel-backed scale-up that climbed to a $3B valuation on the way to where it is today, and I was part of turning that funding into an actual scaled APAC function, not just headcount on a cap table.
Chainguard is remote-first by design — I've already built a team with no office anchor, coordinated across five APAC time zones since 2024. Open source is the supply chain now, and I'd like to bring that same distributed-team discipline to the team convincing the world's engineering orgs to build on Chainguard instead of patching it later.
