Zelara is building the AI operating system for personalized digital customer experiences.
We already sell to enterprise B2C companies:
Initial contracts typically start in the €80–200k range, with expansion into mid- to high-six-figure annual contracts as deployments scale across use cases — a pattern we are already seeing across our early customer base
2–4 month sales cycles
Live production deployments with measurable impact
Clear land-and-expand behavior across customers
In a controlled A/B test, we drove up to 70% conversion lift.
The founder currently closes every deal.
That stops now.
This is not a “sales role.”
This is the role that turns founder-led selling into a company.
You will:
Close deals
Build the system that explains why they close
Turn that into a repeatable motion
And make yourself replaceable by a scaled team
If you do this well, you will have built the commercial foundation of a category-defining company.
Paying enterprise customers, live in production, with measurable business impact
Clear entry points into organizations — and visible expansion across use cases
A pitch and workshop format that consistently converts
Direct access to founders, product, and engineering
A real problem that buyers already prioritize
What does not exist yet:
That is the gap you are here to close.
You will own deals end-to-end:
From first touch to signed contract
Across business, technical, and economic stakeholders
But closing is not the goal.
Understanding why deals move — or don’t — is the goal.
You will turn:
This includes:
You will build outbound as a system of experiments:
Clear hypotheses on ICP, messaging, and channel
Fast iteration cycles
Ruthless pruning of what doesn’t work
Volume is not the goal.
Learning rate is.
You will refine:
Based on real deal data, not opinions.
You will directly shape the product by:
Translating deal friction into product direction
Working with engineering and ML teams weekly
Ensuring what we build maps to what actually sells
Day 30
Running your own discovery calls
Identifying the strongest and weakest parts of the pitch
Forming clear hypotheses on ICP and positioning gaps
Day 60
Day 90
Owning the pipeline end-to-end
Improving conversion across at least one major funnel stage
Delivering clear, data-backed recommendations on ICP, positioning, or pricing
You have built or materially shaped a GTM motion from zero
You have closed complex, multi-stakeholder deals — and can explain exactly why they closed
You think in systems, not activities
You are comfortable operating across sales, product, and strategy simultaneously
You use AI and tooling to increase leverage — not just automate tasks
You are fluent in English; German is a strong advantage
You don’t wait for structure — you create it
You can break down a deal into first principles
You care about signal over noise
You are as comfortable in a CEO-level conversation as you are in a technical deep dive
You want to build something that scales — not just hit a number
You need inbound pipeline or SDR support to succeed
You rely on established playbooks rather than building your own
You optimize for activity instead of outcomes
You are primarily motivated by title progression over ownership
Direct ownership of the company’s go-to-market motion
Meaningful equity — tied to building something that scales
A tight feedback loop with product and engineering
A company with real customers, real revenue, and real pull
The chance to define how an AI-native product is sold — from first principles
We prioritize:
Truth over consensus
Speed over ceremony
Outcomes over activity
We use AI to increase leverage, not to create noise.
We expect people to:
You are not joining to run a sales process.
You are joining to build the system that makes one possible.
