About Us

At Rox, we believe in empowering people to do their best work.

Our platform supercharges sellers with autonomous revenue agents to do the manual work so they can focus on what they do best: selling. Just as coding agents 10x’d engineering, revenue agents 10x customer work.

We are reimagining the revenue stack by building the world’s first revenue operating system, from the application layer to the system of context. With Rox, humans are evolving to orchestrators while agents manage the end-to-end customer lifecycle.

Rox powers Global 2000 leaders in banking, hardware, construction, and sovereign AI, while serving dominant AI winners like Ramp and Cognition.

Underlying all of this success is an unwavering, shared belief in the mission, with an unreasonable commitment of doing whatever it takes to make it a reality.

The Team

Nothing is possible without the world-class team, assembled to redefine how businesses operate.

Members on our team have:

Founded and exited successful companies

Held the highest positions at Google, AWS, Confluent, and New Relic

Won IMO and IOI gold medals

Published field-defining papers

We’re backed by the best, including Sequoia, General Catalyst, Google Ventures, Elad Gil, and Chris Ré.

Core Principles

Taste: Craft beautiful experiences.

No matter how small, we strive to make sure every detail is right. We care deeply about every interaction, both in terms of whether it helps the seller get the job done, but also how the product makes them feel. We get a visceral feeling when something is off and stop at nothing to make sure we make it right. We never settle, continuously exploring ways to delight sellers.

Obsession: Commit unreasonably.

In all aspects of our craft, we commit. We not only are immediately reactive to customers’ requests but are proactive about driving value even before they ask. We are also obsessive about always learning and honing our craft, improving ourselves and product every single day.

Action: Get it done.

Talking is easy but the difference comes from the execution. We lean heavily towards making thoughtful yet fast decisions and delivering immediately. We play in a field where trust is paramount. We earn the trust and right to empower the best sellers by forging a history of over-delivering on the promise at record speed.

Your Role

As Director, East at Rox, you own the East theater for strategic and enterprise sales. You hire, coach, and ramp AEs who sell a new category of revenue operating system into sophisticated GTM buyers. You still stay close to deals. You set the bar for pipeline generation, executive presence, and value-based selling across your patch.

This is a player-coach seat in a high-growth, still-early GTM org. You will build the East team from a clear hiring plan, create momentum without waiting for perfect process, and partner tightly with Product, Solutions, and leadership as we scale. Target: in seat by mid-November 2026.

If you have led elite AEs at a company with real sales craft, you can still win as an IC when it matters, and you want to build something that lasts, we'd love to talk.

Responsibilities

Own East theater revenue outcomes: forecast, pipeline health, and AE attainment

Hire, coach, and hold a high bar for Strategic Account Executives in the East

Stay involved in strategic deals: executive alignment, competitive positioning, and close plans

Build a repeatable outbound-heavy motion where AEs own their own pipeline generation

Partner with Product and Solutions so field learning shapes messaging, demos, and roadmap

Create clear operating cadence: 1:1s, deal reviews, territory plans, and hiring funnel hygiene

Represent Rox with clarity and urgency to candidates, customers, and internal partners

Qualifications

Proven sales leadership experience building and coaching enterprise or strategic AE teams

Background as a strong IC closer first: large, complex, value-based consultative deals

Playbook depth at a Command of the Message, Challenger, MEDDPICC, or equivalent value-selling org

Track record hiring A players and raising the bar (not just managing inherited headcount)