VP Indirect & Mid-Market

Veesion in one paragraph

Veesion is a fast-growing scale-up (Series B) deploying AI-powered theft detection in thousands of retail stores across France, Italy, Spain, the US, Brazil, Australia and more. We sell directly to SMB retailers, and through an indirect channel of resellers, integrators and distributors active in dozens of countries. Indirect is our most profitable channel by design: partners absorb the install, the local relationship and much of the customer-facing work. Our FY27 plan makes it the fastest-growing piece of the business, on track to represent roughly a third of ARR, while a funded mid-market bet targets chains, franchises and co-ops where deal sizes are 5 to 10 times SMB. We are ~150 people, growing fast, and this role owns both engines.

Why this role exists

Our VP Indirect retires at the end of 2026 after building, with a very small team, a partner book that covers 50 countries. At the same time, the FY27 plan asks indirect to nearly double and stands up a dedicated mid-market motion. We have decided to put both under a single leadership, on purpose: in our category, mid-market and indirect are close to the same job. The biggest deals are co-sold with partners who own the install and the local relationship, the best partners are the ones who bring us chains, and splitting the two orgs is how channel conflict gets recreated at the top. Three outcomes, one owner.

1. Take over the indirect engine and scale it

You inherit a real, profitable channel: hundreds of resellers, distributors and integrators, and a small team of Partner Account Managers. You also inherit its limits: the book is spread across 50+ countries, roughly half the partners are dormant, and the team spends 70 to 90% of its time firefighting. The plan is written: focus on 5 to 10 priority markets, build 1 or 2 strategic partners per country with real joint plans, and flip the time split to business development and partner reviews.

What this looks like in practice:

• Own the indirect and mid-market go-to-market, and steer our internal monthly/quarterly business reviews

• Absorb the current VP's knowledge and partner relationships before end-2026. This is a hard deadline, not an intention.

• Execute the invest / maintain / pause market segmentation and hold the line on it: no new energy on markets we chose to pause.

• Personally own a limited set of named key accounts and the most strategic partner relationships.

• Run partner tiering, MDF and co-marketing with Partner Marketing, and hold partners to an autonomy standard: a partner that needs hand-holding on every store does not scale.

2. Build the mid-market engine

Mid-market (chains, franchises, co-ops; deal sizes 5 to 10x SMB) is the boldest bet of the plan. We have dozens of pilots live with big brands across the world and a few large rollouts already. This is just the beginning and we are looking for someone to build this segment further across our geos.

What this looks like in practice:

• Build and own the mid-market pipeline: framework agreements with franchises and co-ops, and named chain acquisition, geo by geo.

• Lead the biggest deals personally, owner-to-owner and C-level. Our references cascade: one signed chain unlocks the next through owner networks.

• Recruit and ramp the senior mid-market AEs, and make the co-sell mechanics work in the field, not just in the comp plan.

• Work with Product on what mid-market actually needs to sign (reliability, security requirements, crime-intelligence reports, etc), and keep the pilots honest so they convert to rollouts.

3. Build the team and make direct, indirect and mid-market one system

The indirect team grows from 4 to 7. The gaps are known: German, Italian and Dutch speaking PAMs, and a locally based US hire. Recruiting starts now, because ramp time means anyone hired later than this year misses 2027. In parallel, the company has just agreed a full set of rules of engagement between direct and indirect: three-tier pricing, a protected partner price floor, deal registration with time-limited lead protection, double-counted attribution, a deal desk. These rules have been agreed before and not followed. Making them stick is the real test, and it is yours and the direct sales leadership's together.

What this looks like in practice:

• Recruit, ramp and manage the PAM team across EMEA, LATAM and the US: remote by design, multi-lingual by necessity.

• Enforce the rules of engagement from the September relaunch onward: pricing discipline, lead protection, one captain per deal. When a case is ambiguous, route it to the deal desk instead of letting it escalate into a war.

• Evangelize the product externally. The product has improved materially and partners do not believe it yet. You tell that story honestly, market by market, without overpromising detection rates.

• Push problems to resolution through partner self-service tooling rather than internal escalation chains.

What makes this role hard

Be honest with yourself about whether these apply to you.

• You succeed a founder-figure on a deadline. The current VP carries 50 countries of relationships largely in his head, and he leaves at the end of 2026. The transfer window is measured in months.

• Two motions, one operating system. Partner leverage and direct enterprise selling are different crafts. You need both: the patience to build partner capability, and the personal closing ability for 12-month chain deals.

• The rules exist on paper; adherence is the job. Direct and indirect have competed on the same segments for years, with real money lost to price wars and attribution fights. The fix has been designed. Making hundreds of resellers and a direct sales force actually live by it is the hard part.

• Partner trust is being rebuilt. Product reliability issues eroded confidence with several key partners. The improvements are real and shipping, but reputation moves slower than roadmaps. You will sell the recovery story before all the proof is in, without overpromising.

• Operationally coupled. Every deal a partner or a chain signs produces install work, support load and churn risk downstream. You cannot push volume by lowering the quality bar. The bill comes back within a quarter.

• Multi-geo by design. Priority markets span the USA, EMEA, LATAM, and ANZ. Expect some travel and a distributed, multi-lingual team.

Scope

You own indirect and mid-market end to end.

Indirect channel. The partner P&L, the PAM team (7 by 2027), partner strategy and market focus, tiering and enablement, key accounts held at VP level, in coordination with Partner Marketing.

Mid-market / Enterprise. Pipeline and revenue for chains, franchises and co-ops, the senior mid-market AE team, the co-sell model with partners.

Rules of engagement. On SMB segment, joint ownership, with direct sales leadership, of the direct / indirect operating rules: pricing corridor, deal registration, lead protection, attribution, deal desk.

Cross-functional integration. With Partner Marketing on tiering, MDF and channel campaigns. With Customer Success, Installation and Support on deployment quality and partner autonomy. With Product and AI on the partner-facing roadmap and what mid-market needs to sign. With RevOps on instrumentation, attribution and comp mechanics.

Not in scope. SMB inside sales (dedicated manager), Partner Enablement (part of CSM function) and end-customer support (owned by the Support team).

Profile

We are looking for someone who combines:

• A channel track record at scale. You have built or scaled a partner business (resellers, integrators, distributors) across several countries, and grown partner-sourced revenue, not just managed relationships. Having built a distribution business yourself is the strongest possible signal.

• Personal big-deal closing ability. You have led large multi-site or enterprise deals yourself, owner-to-owner and C-level, through long cycles.

• A transformation driver, not a maintainer. Tiering, MDF, partner programs, market focus: you have taken a channel that grew organically and made it deliberate.

• A team builder. You have recruited, ramped and managed distributed, multi-lingual commercial teams, and managed people out when needed.

• Retail or in-store technology ecosystem knowledge is a real plus. Loss prevention, security, CCTV, EAS, store equipment: knowing the buyers and the installer ecosystem shortens everything.

• Technical credibility is a plus. Our product is an AI system deployed on real camera infrastructure. You do not need to be an engineer, but partners respect people who understand what they install.

• Languages. Fluent English required. French strongly preferred (HQ and the largest partner market). Spanish, German or Italian are real pluses given the priority markets.

• AI-native. You already use AI agents to compress your work: account prep, partner reviews, pipeline analysis. Veesion has widespread internal use of agentic AI, you will have a Claude subscription on day one, and we expect you to work that way.

We do not expect every box ticked, and we expect tradeoffs. The non-negotiables are the channel track record, personal closing ability on large deals, team leadership, and builder drive. Ecosystem knowledge, technical depth and the exact language mix are things we will weigh, not gate on.

How we will evaluate you

We will ask every interviewer to score candidates against the three outcomes above. For each outcome, the question is: how confident are you this person can deliver it within 12 months? (1 to 5 scale)

• Channel scaling. Can we verify, with specifics, that they took a partner network and made it produce more, with fewer, better partners? What did they kill, and how did the partners react?

• Big-deal ownership. Walk us through the largest deal they closed personally: cycle, stakeholders, what nearly killed it, what they did.

• Succession and knowledge transfer. How would they absorb a 50-country relationship book in six months? We want a method, not reassurance.

• Rules enforcement. Given a real channel-conflict case (we have several), what do they decide, and how do they make the decision stick without burning the partner or the AE?

We know no one will tick every box. We want to be explicit about the tradeoffs rather than pretend they do not exist.

Logistics

• Reports to: Chief Revenue Officer

• Team: Partner Account Managers (7 by 2027, EMEA / LATAM / US) + senior Mid-Market AEs per geo

• Location: Paris preferred; significant international travel by design

• Target start: As soon as possible. Handover ends end of 2026.

• Tools: HubSpot, Notion, Slack, Claude, Metabase