Senior Regional Manager, Northeast

About the Role

Odeko is hiring a Senior Regional Sales Manager to build and lead our Northeast region: New Jersey/Newark, New York City (two warehouses), Boston, and Portland, ME, one of the company's largest and highest revenue per rep territories. This is a build and lead hire, not a caretaker seat: you're stepping in above an established region and will be responsible end to end for the region's plan, coaching cadence, and team standards.

You'll inherit a team of field Market Managers, including an existing senior Market Manager who already leads a small pod, plus the region's Strategic Account Manager, who owns Odeko's largest corporate and franchise relationships in the Northeast. You'll also work hands on with the region's warehouse and fulfillment teams: one of your five markets is a recent launch still finding its footing, and in distribution, a rep's hustle can't fix a route that was never built to be profitable. That's a joint sales/ops problem you're expected to help solve, not just report up.

This role carries real accountability. The forecast you sign is the forecast you own. If you want to build a region, team, standards, and all, rather than inherit one that's already built, this role is for you.

Key Responsibilities

Own the plan and the forecast

•   Set and deliver the number. Own regional revenue, new door, and NRR/wallet share targets. When the region is behind, flag it early with a recovery plan. No surprises at month end.
•   Forecast with precision. Treat a signed off forecast as a commitment, not a courtesy. Inspect the pipeline deal by deal and sign off only on a number you're prepared to stand behind. Forecast accuracy is measured alongside attainment, in both directions.

Lead and coach the team

•   Manage the region's Market Managers, directly and through your senior track Market Manager's pod. Run a real coaching cadence, including pipeline reviews, ride alongs, and win/loss reviews, and develop reps into people who can take on more, not just carry a book.
•   Coach for where the team actually comes from. Many reps have spent their careers at small independent businesses or have grown up entirely inside Odeko as the company itself has changed. Meet the team where they are: tenure isn't the same as readiness for a new process or tool. Build the structured coaching and change management approach that gets a team without a technical or corporate background to adopt new standards, not just hear about them once.
•   Lead value based selling. Equip the team to win on total value, including reliability, breadth, technology, and revenue per location, against aggressive local and regional competitors, not on price.
•   Install the baseline every manager should own. Today, ownership of how targets are set, how commission is calculated, and how HubSpot is used has drifted informally to whoever happened to figure it out. Make all three a baseline every rep understands, not tribal knowledge held by one or two people.

Own strategic account oversight

•   Give the Strategic Account Manager real, daily leadership, including coaching, comp input, and account strategy, for the region's largest corporate and franchise relationships, mirroring how this seat now reports into regional leadership in other parts of the company.
•   Make sure signed agreements actually convert. A corporate level contract that never activates at the door level isn't a win. Stay engaged through activation, partnering the Strategic Account Manager with your field team on local execution, rather than letting agreements sit on paper.

Coordinate with warehouses and fulfillment

•   Partner with warehouse and ops leadership across every market in your region on route density, delivery reliability, and reducing churn driven by service issues. Much of what drives churn sits outside Sales. You're the first line of defense, catching and escalating issues, not solely owning the fix.
•   Get a ramping market right. For a warehouse still building volume, route economics need anchor, multi door accounts to work, not just a growing count of scattered small logos. Work with Ops on what the launch actually needs before treating a slow ramp as a pure sales performance problem.

Implement change and drive best practices

•   Roll out new tools and process deliberately, including AI assisted selling, prospecting, and reporting tools, with a change management approach built for a team that's largely new to this kind of tooling, not an announce and hope rollout.
•   Close every loop. In a remote first company, communication is not completion. A task is done when the result has landed and been confirmed. Run this standard yourself and hold the team to it.

Launch products with Marketing

•   Coordinate regional go to market for new SKUs, private label, and seasonal or Barista Underground initiatives, and align regional campaigns and lead source capture with Marketing's demand generation plan.

Partner across the org

•   Work with Warehouse/Ops leadership on delivery quality, with RevOps & Pricing on margin and commission mechanics, with Onboarding & Adoption on new door ramp and category adoption, and with the CRO on regional strategy.

What Success Looks Like

•   Plan attainment: revenue, new door, and NRR/wallet share targets, quarterly and annually.
•   Forecast accuracy, measured monthly against the agreed band.
•   Team strength: roles filled, reps ramped to productivity, consistent documented coaching, low regrettable attrition.
•   Strategic Account Manager's system wide penetration, renewal value, and franchise activation, not just signed contracts.
•   New door month 6 survival and category adoption across the region.
•   Progress on churn driven by service and fulfillment issues, in coordination with warehouse and ops partners.

Key Partners

•   Northeast Market Managers and the region's Strategic Account Manager (direct reports)
•   Warehouse and fulfillment leads across the region's markets
•   RevOps & Pricing
•   Marketing (regional campaigns and product launches)
•   Onboarding & Adoption
•   Chief Revenue Officer

What We're Looking For

•   7+ years of sales experience with direct people management. You can point to people you developed, promoted, and retained.
•   A track record of forecasting accurately and owning the result, including the ability to inherit and quickly assess an existing book and team.
•   Demonstrated expertise in value based, solution selling in a competitive local market.
•   Experience managing both a direct field sales team and a strategic, enterprise, or franchise/national account relationship function.
•   A genuine coaching mindset for a team with varied backgrounds, many outside the corporate world. Patience and structure for driving adoption of new tools and process, not just announcing them.
•   Comfort partnering closely with operations/fulfillment. You understand that route density and service reliability, not just selling effort, drive a market's growth.
•   Distribution, food & beverage, or B2B services experience a strong plus; coffee industry experience a plus, not required.
•   Fluency with CRM (HubSpot or similar) and a habit of letting data drive decisions.
•   Experience in a fully remote organization strongly preferred.
•   Based in or able to work extensively across Boston, the NYC/Northern NJ metro area, or Portland, ME, with regular travel across the region's markets.

Nice to Have

•   Experience with franchise or multi unit account structures.
•   Prior experience rolling out AI enabled sales tools or new process/technology to a frontline team.

Compensation & Location

This role is based in the New York City / Northern NJ metro, with regular travel across the region's markets (Newark, NYC, Boston, and Portland). Base salary range: $120,000 - $130,000, plus performance based incentive tied to regional revenue and retention attainment, depending on experience and location. [Insert final range prior to posting, required for compliance in several states where Odeko hires.]