Regional Sales Director, APAC (Hybrid)

The Role

As we continue to expand across the Asia-Pacific region, we're seeking a results-driven Regional Sales Director to lead our APAC sales organization. You'll take the foundation we've built in ANZ and scale it into Singapore and broader APAC-building an outbound-first culture in a region where inbound doesn't exist, coaching early-stage AEs into quota-carrying killers, and navigating the most diverse sales territory on the planet.

This is a player-coach role. You'll be as comfortable rolling up your sleeves in deals as you are leading a team toward aggressive growth goals. You'll own the full P&L of the region-bookings, pipeline coverage, team productivity, and ramp-and serve as Telnyx's evangelist across APAC markets.

This is a build, not a manage. Expect to be hands-on for the first 12 months.

What You'll Do

Team Leadership & Development

• Inherit, assess, and develop a team of 4 AEs and 4 BDRs based in Sydney, scaling to 8 AEs by 2027
• Run regular deal clinics, call reviews, and role-plays-coach from the call recording, not the dashboard
• Build a culture of accountability, continuous improvement, and execution
• Hire, onboard, and mentor AEs and BDRs in the APAC market; build a pipeline of candidates before reqs open

Outbound Pipeline Engine

• Build a prospecting engine that generates predictable pipeline across ANZ, Singapore, Japan, and broader APAC
• Structure BDRAE handoffs with measurable conversion targets (60%+ SQO-to-Stage-1)
• Achieve and maintain 3x+ pipeline coverage-not by inflating pipeline, but by building it
• Develop market-specific prospecting playbooks (ANZ, Singapore, Japan, Southeast Asia)

Multi-Country APAC Strategy

• Segment APAC into Tier 1 (ANZ, Singapore-active selling), Tier 2 (Japan, Hong Kong-relationship building), and Tier 3 (India, Southeast Asia-future investment)
• Navigate distinct buying cultures: direct ANZ, relationship-first Japan, price-sensitive Southeast Asia, volume-driven India
• Understand competitive landscapes per market (Twilio in ANZ/Singapore, NTT/KDDI in Japan, Singtel in Singapore, Tata in India) and adjust the pitch accordingly

Go-to-Market Execution

• Own and execute strategies to acquire new logos across mid-market and enterprise segments
• Equip the team to sell across Telnyx's full product ecosystem-voice, messaging, networking, storage, and AI-powered communications
• Champion Telnyx's AI-powered offerings (Voice AI, real-time transcription, LLM inference) as part of comprehensive deals
• Build and leverage partner/channel relationships in markets where partners are the primary route to market (Japan, Southeast Asia)

Forecasting & Revenue Discipline

• Deliver accurate pipeline reporting and forecasting via Salesforce, with strong focus on opportunity hygiene and conversion metrics
• Enforce MEDDPICC discipline-inspect evidence at each stage, not just check the box
• Maintain forecast accuracy within 10-15% across consecutive quarters
• Run a weekly pipeline review that's 30 minutes, not 2 hours

Cross-Functional Partnership

• Collaborate closely with Pre-Sales, Marketing, Customer Success, Partnerships, and BDR teams to create an integrated revenue engine
• Advocate for APAC resources, product investment, and market-specific needs with HQ
• Push back on HQ priorities when APAC reality demands it, in a way that builds trust

Field Evangelism & Market Presence

• Act as a Telnyx evangelist across APAC-at regional conferences, industry events, customer sessions, and partner ecosystems
• Build inbound gravity through presence: keynotes, partner co-marketing webinars, customer advisory dinners
• Run internal enablement sessions ensuring every AE can sell across the full product portfolio with equal fluency

Rapid Domain Mastery

• Get on top of Telnyx's product portfolio and market constraints fast-understand SIP trunking, TeXML vs. Call Control, USD pricing implications, and what Telnyx can and can't do in each APAC market
• Layer in process during natural cadences, not as a multi-week reorg that pulls reps off the phones
• Build revenue strategy around reality, not assumptions from a previous company

What We're Looking For

Required:

• 8+ years in B2B technology sales, with 4+ years in a team leadership role
• Has managed a team of 4+ quota-carrying AEs (not just BDRs/SDRs)
• Multi-country APAC experience-has sold or led teams across at least 3 APAC markets with distinct buying cultures
• Currently based in Sydney, or willing to relocate (this is an in-office role 3-4 days/week with the team-not remote, not Singapore-based)
• Has built an outbound pipeline engine from scratch-didn't inherit a brand that generates inbound
• Has implemented and enforced a structured qualification framework (MEDDPICC, MEDDIC, or similar) across a team
• Forecast accuracy within 15% for multiple consecutive quarters
• Has hired 5+ AEs/BDRs in the APAC market and can discuss the local talent landscape
• Has operated lean-led teams through real constraints (thin SE coverage, time zone isolation from HQ, limited budget) and found creative solutions instead of using them as excuses
• Professional fluency in English

Preferred:

• Experience selling CPaaS, UCaaS, telecom, cloud infrastructure, or developer-platform products
• Has scaled a sales team from <6 to 8+ reps and knows what breaks when you double a team
• Partner/channel experience in APAC markets
• Familiarity with tools such as Salesforce, Salesloft, Slack, Openclaw, Hermes Agent
• Experience with AI-powered communications technologies (Voice AI, real-time transcription, LLM inference)

What We're Not Looking For

• A strategy-only leader who doesn't coach deals-this team needs hands-on coaching, not another deck
• Someone who's only succeeded in one APAC country-APAC is too diverse for single-market experience
• A big-company leader who needs a full bench (marketing team, SE team, RevOps, enablement)-Telnyx APAC is lean
• Someone who treats "APAC is different" as an excuse-it is different, but great leaders adapt and execute, not hide behind it
• A first-time manager learning on the job-the team needs an experienced coach now
• A leader who can't operate without frequent HQ access-APAC requires independent decision-making
• The process-first director who spends weeks writing playbooks while the team stops closing deals-process should enable selling, not pause it

#LI-RH1