Munich · Full time

The next step is the hard one. A pilot lives inside one department with a discretionary budget. A framework contract needs asset management, procurement, IT security, works council, and a board member who signs. Your job is to walk our pilots through that machine and come out the other side with multi-year contracts.

What you'll do

• Own our existing TSO accounts and drive each one from pilot to framework contract
• Map the real decision path per account: who owns the budget, who can veto, what the procurement gate actually requires, and when the capex cycle opens
• Find and arm internal champions. Give them the business case, the numbers, and the slides they need to defend us in a room we are not in
• Build the commercial model with the founders: capex purchase versus grid-intelligence-as-a-service, pricing, SLAs, what a five-year contract looks like
• Work the vendor qualification wall that keeps small companies out. Availability, on-site presence, certifications, references, redundancy. Know what they will ask before they ask it
• Convert operational pain into a quantified case: outage cost, line rating uplift, safety liability, insurability
• Keep new logos coming in alongside, so the pipeline does not depend on three accounts
• Whatever it takes. If something needs to happen, you make it happen

First 3 months

• A written decision-and-procurement map for our top two accounts: names, gates, budget cycles, blockers
• One pilot converted into a follow-on order or a signed LOI toward a framework agreement
• A business case model per use case that a customer champion can present internally without us

First 12 months

• First multi-year framework contract signed
• Two more accounts at proposal stage inside procurement, not stuck in innovation

What we're looking for

• You have taken something from single pilot to serial business inside a large corporate. This is the one requirement we will not compromise on