Senior Director, Deal Strategy Execution (R6259)

About the role

Responsibilities

• Team charter and operating model. Set engagement criteria, service levels, decision rights, approval thresholds, and the escalation framework. Define when DSE engages: a priority or non-standard opportunity involving complex configuration, international scope, a partner-led construct, a packaged offering, or an exception request.
• Cross-functional deal governance. Chair cross-functional deal reviews and ensure executives receive clear decisions, trade-offs, and recommendations. Convene BD Ops, Sales, Product, Finance, Legal, Contracts, Delivery, and Partnerships around a structured process rather than disconnected approval gates.
• Strategic deal architecture. Own the quality of deal strategy on priority pursuits: customer value hypothesis, solution configuration, commercial construct, pricing posture, terms, partner path, negotiation approach, and close plan. Challenge weak qualification and help account teams exit or reframe low-probability pursuits.
• Modular deal catalog and packaging. Direct the build and maintenance of the authoritative capability catalog: approved configurations, modular bundles, eligibility criteria, deployment assumptions, exclusions, dependencies, pricing guardrails, discount and volume logic, and delivery handoffs across hardware, software, subscriptions, services, training, sustainment, and integration.
• Deal plays and repeatability. Establish the deal-play roadmap aligned to GTM priorities, product maturity, and international growth. Turn wins, losses, and delivery outcomes into qualification tools, discovery guides, value narratives, proposal modules, negotiation guidance, and win-wire content the field can reuse in the flow of work.
• Exception governance. Govern pricing, terms, and delivery exceptions through clear thresholds and fast escalation, not bureaucracy. Serve as the escalation point for deal strategy conflict, cross-functional ambiguity, and strategic exceptions.
• Measurement and continuous improvement. Measure business impact: cycle time, deal velocity, win rate on strategic pursuits, gross-margin protection, exception volume, reuse rate, and delivery outcomes. Lead postmortems on won and lost strategic business and feed the lessons back into the pre-sales motion.
• Team leadership and role boundaries. Build and lead Regional Deal Strategists, the Business Proposals team, and the Architecture and Packaging function. Hold the line on the boundary that matters most: the Regional Deal Strategist owns the deal, and the Proposal Manager owns the submission.
• Enablement and incentives. Partner with the GTM Enablement Lead on trainings and enablement, and work with Rev Ops and Business Ops on buying-program and product and deal-structure related SPIFFs.

Requirements

• 10+ years in revenue, commercial, or deal or sales leadership roles in B2B technology, with material time structuring complex, mixed software and hardware transactions.
• Demonstrated experience building or leading a deal desk, deal strategy, or commercial structuring function, and elevating it from an approval queue into a strategic capability.
• Deep familiarity with international government contracting, international sales, and partner-led motions. Comfort with export considerations, contracting pathways, long cycles, complex stakeholders, and program-driven buyers is required.
• Defense, dual-use, or public-sector commercial exposure strongly preferred.
• Experience hiring and developing high-performing teams of strategists and proposal professionals.
• Deal architect. Thinks in commercial constructs, pricing logic, and negotiation posture, and translates technical capability into viable, approvable transactions.
• Cross-functional orchestrator. Aligns sales, finance, legal, product, and delivery around decisions without claiming their authority.
• Negotiation craft. Has personally shaped and negotiated high-value, non-standard transactions to close.
• Writes well. Produces executive-ready deal briefs, decision memos, and value narratives that compress complexity without losing it.
• Standardizer by instinct. Converts one-off wins into reusable plays, templates, and guardrails.
• Calibrated on the line between governing exceptions and adding bureaucracy. Stays on the governance side.