Head of Commercial

We have product-market fit a brand restaurateurs trust and a genuinely unfair way into the market: thousands of venues already have a commercial relationship with Karma through surplus before they ever consider changing their POS. Nobody else gets to start a sales conversation from there.

What we do not yet have is a commercial machine that turns that advantage into predictable compounding multi-market revenue. Our Swedish sales motion works but is founder-shaped in places. Norway is live and learning. Denmark runs through a partner. Marketing sales and customer success are three teams that should be one system. And the plan for what happens after the Nordics is a set of good arguments rather than a decision.

That is your job. You will inherit real revenue real customers and real momentum and you will be the person who decides and is accountable for how it scales.

The number. Group revenue: new business expansion and retention across every market. You carry the commercial plan the forecast and the outcome.

The commercial org. New sales customer success implementation and support. You will restructure it hire into it and raise the bar in it.

Sweden as the engine. Our home market funds everything else. You will make it more efficient not just bigger: better win rates shorter cycles healthier CAC payback less churn in the long tail.

The chains. Multi-venue groups are where the ACV the reference value and the moat live. You will personally be in those rooms - 20 to 200 venue groups procurement pilots phased rollouts - and you will build the enterprise motion that does not depend on you being there.

International. You will choose where we go after Sweden and the Nordics make the case for it to the board and then go and do it.

Partnerships and channels. Delivery platforms payment providers accounting integrations POS resellers hospitality groups and franchise networks. Some of our best growth will not come from our own AEs.

The surplus wedge. Karma Save and the consumer app are the front door. Working out how much of our growth should come through that door in every market is one of the most interesting commercial questions in the company. It is yours.

• You have built and scaled a commercial organisation in a B2B SaaS or platform business meaningful ownership of the journey from roughly 5-10M to 30M ARR or the equivalent. You hired the team designed the segmentation installed the forecast and lived with the consequences.

• You have opened new countries. Not supported an expansion you personally made the calls on market selection entry model first hires and pricing and you can tell us in detail what worked what you got wrong and what you would never repeat.

• You have closed large multi-stakeholder deals yourself and recently enough that you would still be credible across the table from a restaurant groups COO.

• You are fluent in your own unit economics. CAC by segment payback NRR burn multiple quota capacity pipeline coverage. Not as vocabulary as instinct.

• You lead in a way people follow after they no longer have to. We will ask your former team.

• Professional English and Swedish.

• Hospitality restaurant tech POS payments or food-service background: you already know how restaurant groups buy how long a rollout really takes and who else is in the deal.

• Experience running a commercial org through a step-change in company stage not just a good year.

• Your track record is growing a market that was already growing in a company where the machine was already built.

• You want to be a purely strategic leader with a big team and no exposure to a pipeline review.

• You need a fully staffed function a settled ICP and a mature playbook to do your best work. That is what you are here to create.

• The commercial data is better than it was and not as good as it should be.

• Our long-tail churn is higher than we want and we know why; fixing it is a real project not a tweak.

• Onboarding and implementation capacity is a genuine constraint on how fast you can sell to chains. You will have to solve for that with Product and Ops rather than around them.

• We have finite money and a board with clear expectations. You will not be able to fund everything you want. Choosing well and making the most of it is your main focus.

• The CEO has been the de facto head of chain sales. Handing that over properly is on both of you.

If that reads as a warning this is not your role. If it reads as the interesting part it probably is.

• A seat at the table where the decisions are actually made with a CEO who wants to be challenged.

• A product with an unusually low share of customers who leave because they stopped believing in it.

• A mission that survives contact with a spreadsheet: every venue we sign wastes measurably less food.

• Competitive base salary plus a commercial bonus tied to the plan and equity. Indicative range: 720000 -SEK/year options.

• 30 days holiday occupational pension wellness allowance.

Karma started in 2016 with a simple idea: food that is perfectly good should not be thrown away. Over a million people in Sweden have used the Karma app to rescue surplus food from restaurants cafés and bakeries. Somewhere along the way our partners started telling us the same thing over and over: the surplus is the symptom; the problem is that running a restaurant is chaos. So we built the system underneath it.

Karma is now the operating platform for hospitality: point of sale QR and online ordering kitchen displays self-service kiosks loyalty marketing analytics our AI engine KAIA and Karma Save for surplus. Liseberg Urban Deli Skansen and Gröna Lund run on us. We are live in Sweden with first customers in Norway and Denmark and a decision to make there.

We are not a food waste app with a POS bolted on. We are a hospitality platform built in the age of AI to help restaurants run their business better.