A remote role at Nash.
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Original listing text, shown exactly as published by the company.
Nash has an established and growing APAC business anchored by major strategic accounts in Australia. We're now at the point where two things need to happen at once: deepen our enterprise footprint in Australia, and prove that Nash's model works across the broader APAC region.
This role exists to do both. You'll close enterprise deals in Australia's retail and logistics market, and lay the strategic groundwork for Nash's expansion across the broader APAC region. In both cases, "closing" means more than commercial negotiation. It means understanding a customer's operation deeply enough to design the right solution, working with our product and engineering teams to scope it, and building the business case that makes the investment obvious.
It's a rare combination: real pipeline to close today, a regional expansion thesis to develop alongside it, and direct influence over what Nash builds next.
Close new enterprise customers in AustraliaOwn new enterprise opportunities in Australia end-to-end, from first conversation through to signed partnership. But "sales cycle" undersells what this actually involves.
Each deal starts with understanding a customer's delivery operation in detail: how orders flow, which carriers run which zones, where manual workarounds mask systemic problems, what their cost structure actually looks like. From that understanding, you design the Nash solution. Which products apply. How they integrate with existing systems. What the deployment sequence looks like. What outcomes the customer should expect and when.
You'll work directly with Nash's product and engineering teams to shape proposals. Sometimes you're configuring what exists. Sometimes you're identifying a gap that becomes a product investment. The best deals at Nash aren't closed by selling features. They're closed by designing a system that solves a problem the customer couldn't solve with their current stack.
You'll work with senior operators and executives at retailers, grocery chains, quick commerce companies, and logistics businesses. Australia's retail market knows Nash. We already work with some of the country's largest brands. Your job is to convert that credibility into new partnerships, not by running a volume play, but by identifying the right enterprise accounts and building deep, strategic relationships.
Support the growth of existing strategic accountsWork alongside the GM to expand our largest customer relationships. These accounts are multi-product, multi-year partnerships where the next phase of growth depends on identifying what Nash should build and deploy next.
This means running structured assessments of a customer's current operations, mapping where new Nash capabilities could change their cost structure or delivery experience, and building the business case that gets a new workstream funded internally. You'll model scenarios: what happens if this retailer shifts 30% of volume from third-party carriers to a captive fleet? What does route optimization save across 200 stores versus 50? What's the real cost of a failed delivery when you account for redelivery, customer churn, and call center load?
You'll work closely with Product and Engineering to translate what you learn in the field into product direction. The line between selling and building is thin at Nash. Your customer conversations directly shape our roadmap.
This is strategic work, not account management. You're helping senior operators see what's possible and building the commercial and technical structure to get there.
Lay the groundwork for APAC expansionNash's international plan calls for a first enterprise customer outside Australia and New Zealand. Your job isn't to run a full sales cycle in a new country while also closing AU deals. It's to do the strategic groundwork that makes expansion possible: identify which markets have the strongest fit for Nash, map the top 10-20 target accounts, build a view of local carrier ecosystems and competitive dynamics, and start activating warm introduction pathways through Nash's founder network, advisors, and your own connections.
This looks like research, relationship-building, and a handful of well-prepared trips rather than sustained in-market selling. You'll build the target list, secure the first executive meetings, and develop enough local context to design a credible entry plan. When a conversation gets serious, you'll work with the GM and Nash's global team to shape the engagement.
New markets also mean new operational patterns. Delivery in Tokyo works differently than delivery in Sydney. Carrier ecosystems, regulatory constraints, customer expectations, and cost structures all shift. Part of this work is understanding those differences well enough to know where Nash's existing product translates and where adaptation is needed.
Build the playbookEvery engagement teaches Nash something. You'll capture what works (and what doesn't) across deal cycles, competitive positioning, pricing, and regional nuance. The goal is to leave behind a playbook that makes the next hire faster and the next market easier.
You have 5-10 years of experience, and your career probably doesn't fit neatly into one box. You might have started in management consulting (McKinsey, Bain, BCG) and moved into an operating role at a technology or logistics company. You might have been an early employee at a startup where you did everything from product scoping to closing the first enterprise deals. You might have run strategy and operations at a retailer or marketplace and now want to be closer to the customer.
The common thread: you understand how complex operations work, you can design solutions to hard problems, and you've been responsible for commercial outcomes, even if your title was never "Account Executive."
You think in systems, not features. When you look at a customer's delivery operation, you see the architecture: where data flows, where decisions get made, where the manual workarounds are hiding real cost. You can sketch a solution on a whiteboard in a customer meeting and then translate it into a scoping document for an engineering team the same afternoon.
You can build a financial model, run a discovery workshop, and write an executive memo, sometimes in the same day. You move between strategic thinking and hands-on execution without friction. You don't need heavy process to make progress.
You're curious about how operations actually work. When a Head of Supply Chain describes their delivery model, you listen for the constraints and trade-offs, not just the pain points. You understand unit economics, fleet mix decisions, and why a 2% improvement in delivery success rate matters more than it sounds.
An existing network in Australian retail, grocery, or logistics is valuable. An existing network across broader APAC is a differentiator.
This role is probably not right for: Career enterprise sellers looking for a quota and a territory. The commercial component is real, but it's embedded in strategic and solution design work, not separated from it.
How This Role WorksYou join a small, high-performing APAC team alongside a Customer Success function and the regional GM. Nash is a startup. The team is lean. You'll have significant autonomy and direct access to Nash's founders, product leaders, and engineering team. That access isn't ceremonial. You'll be in product discussions weekly, shaping what Nash builds based on what you're learning in the field.
For APAC expansion, you'll work with the GM and Nash's founder network to open doors and build market intelligence. The model is strategic groundwork first, committed resources later, not premature team-building.
The first 90 days are weighted toward Australian pipeline and strategic account work. APAC expansion research starts in parallel and deepens as the Australian motion gains traction.
More about Nash
Nash is the platform that powers modern logistics.Commerce has inverted. For decades, customers came to where products and services were. Now products and services come to them, on their terms, in real time. That shift has turned every company into a logistics company, even though almost none of them were built to be one. Couriers, fleets, gig workers, parcel carriers, in-store labor, and increasingly autonomous systems all have to be coordinated in real time, against tighter windows and rising expectations, with hard-fought customer trust on the line.
Nash unifies decisioning, execution, and capacity into a single programmable platform. Real-time, AI-native intelligence determines what should happen, operational control executes it, and the platform dynamically orchestrates capacity from any source: a company's own fleets, partners, or the Nash delivery network. Whether a job involves a courier, a gig driver, an internal fleet, a store employee, a technician, or an autonomous vehicle, Nash selects the right resource and manages execution through completion.
We power delivery and logistics for some of the most recognizable brands in commerce, including Walmart, Urban Outfitters, 7-Eleven, and Woolworths, alongside platforms like Shopify and Toast. Over the next decade, logistics will become as foundational to commerce as payments, cloud, and connectivity. Nash is the platform that powers it.
Nash was founded in 2021 by Mahmoud Ghulman (2x Founder, MIT) and Aziz Alghunaim (2x Founder, 2x YC, Ex-Palantir, MIT) and is backed by Y Combinator, a16z, and other top investors.…
Nash
YC W22Other
21 open roles on Sydicom
Nash enables finance teams to manage all their finance flows in one place and craft their money flow experiences globally. Our ledger-based operating system allows your borderless business to connect all your money accounts, accounting systems, payment service providers, treasury operations, spend management in one place. Our mission is to enable borderless commerce in Africa. We achieve this initially by providing your team with all the finance tools needed to build, scale, and grow your borderless business without the need for a costly and complex in-house infrastructure.
Source: Y Combinator
