Scale and transform the European CMMS P&L at osapiens. CMMS — the Computerised Maintenance Management System product line, productised at osapiens-cmms.com — is the dedicated solution for how operationally intensive enterprises run their maintenance: asset registers, preventive and corrective maintenance, work orders, spare parts, technician mobility, and the audit and safety routines that sit alongside them.
This is not a zero-to-one seat. The product is mature and proven. Coca-Cola, Nordex, BKW, and others already run hundreds of sites and millions of assets on osapiens CMMS. There is a real customer base, a real reference book, and a real GTM in market. The task is to take that foundation and turn it into a category-defining sales operation — sharpen the motion, raise the bar on the team, modernise the playbook, and unlock the next layer of growth across new logo and expansion.
CMMS is treated as a special P&L — a solution-led, European motion with a dedicated sales bench. The Head of Sales, CMMS owns the number for the function: new logo, expansion into the existing osapiens customer base, and the productisation of how CMMS is sold across maintenance-intensive industries.
This is a scale-and-transform seat. Inherit a proven product, marquee customers, and a working team. Build on that base: tighten the ICP and buyer map, sharpen the packaging, upgrade the AE bench where needed, and make this the most disciplined, AI-native CMMS sales operation in Europe.
The CMMS P&L. European new-logo and expansion ARR for CMMS. Quarterly and annual targets owned end-to-end. You are accountable for the number, the team, and the playbook.
- The team. Lead and scale the existing CMMS sales bench. Raise the bar on the AE and Sales Manager line, retain and develop the strongest performers, hire to fill the gaps. Profile-bar set high — maintenance and operations credibility, product fluency, AI-native. Work alongside a Senior Solution Engineering function aligned to the product.
- ICP, buyer map, and packaging. Sharpen and lock the CMMS ICP — industries (manufacturing, food & beverage, pharma, chemicals, energy and utilities, facilities and real estate, infrastructure), site profiles, asset footprints, buyer titles. Tighten the CMMS buyer map (Head of Maintenance, Head of Service / Service Engineering, Plant Manager, Head of Reliability, Head of Operations, Director of Maintenance, COO in smaller enterprises, Head of EHS where relevant) and modernise the named packages — in lockstep with Product, Product Marketing, and Pre-Sales.
- The marquee reference book. Leverage the existing customer base — Coca-Cola, Nordex, BKW, and the broader install base running hundreds of sites and millions of assets on osapiens CMMS — as the engine of credibility, references, case studies, and net-new pipeline. Turn proof points into momentum.
- Pipeline coverage — three lanes. Lane 1: new-logo, BD-supported. Lane 2: expansion into the existing osapiens customer base — the largest single growth lever for this line of business — in partnership with the Customer Team and the AEs who own those accounts. Lane 3: signal-triggered, Marketing-led. Coverage ahead of plan every quarter.
- Customer engagement at the top. Be in front of customers personally — Head of Maintenance, Head of Service Engineering, Plant Managers, Head of Reliability, Head of Operations, and COO. Run partner plays: roundtables, plant visits, reliability and maintenance forums, innovation center days. Open doors your team cannot open alone.
- The CMMS playbook. Modernise discovery, demo, POC, value framing (uptime, MTBF, MTTR, preventive-to-reactive ratio, technician productivity, spare-parts turn), security review, and executive readout — codified, embedded in the stack, and continuously improved. Win rate, deal size, cycle time all reported weekly.
- AI-native execution. Operate the team on the modern stack — HubSpot, Gong, ABM, signal monitors, AI agents. Drive AI adoption across the AE bench; never let “that’s how we’ve always sold” become an excuse.
- Cross-functional leadership. Bridge-builder across Product, Product Marketing, Pre-Sales, BD, Marketing, Customer Team, and regional sales leadership. Challenge senior leadership on what constraints need to be removed to grow this business 2x faster.
- Forecast and operating cadence. Run the CMMS weekly, monthly, and quarterly cadence the CRO and Board rely on — deal reviews, forecast calls, win/loss, QBRs. Know the deals, know the people, know the risks. No surprises.
8-10 years in enterprise B2B SaaS sales, with 4+ years leading solution-specialist or vertical sales teams. Track record of building a solution or vertical line of business from emerging to scaled — new-logo and expansion.
- CMMS / maintenance-software credibility. You have sold CMMS, EAM, or adjacent maintenance and reliability software into manufacturing, process industries, energy and utilities, facilities and real estate, or industrial customers. You can hold a credible conversation with a Head of Maintenance, Head of Service Engineering, Plant Manager, or COO about uptime, MTBF / MTTR, preventive-to-reactive maintenance ratio, OEE, technician wrench-time, spare-parts inventory turn, and the economics behind them.
- CMMS-only focus. This is a dedicated CMMS role. Experience selling CMMS, EAM, or maintenance and reliability management software is the must-have.
- Scaler and transformer, not steward. You have walked into a real business with real customers and a real team, and lifted it to the next level — sharpening the motion, raising the bar on the bench, and turning a proven product into a category-defining sales operation.
- Operator-level fluency with the modern GTM stack. HubSpot, Gong, Clay, Apollo, ZoomInfo, ABM platforms, sequencers — plus the emerging AI tooling landscape. You build the operation on the system, not in slideware.
- AI-native. You already run AI agents in your day-to-day — research, drafting, signal monitoring, coaching — and you push your team to do the same.
- Process-disciplined. Methodology, qualification, exit criteria, deal reviews, forecast accuracy. You run a clean operation that the Board can read.
- Executive presence with the CMMS buyer set. You earn the right to talk to a Head of Maintenance, Head of Service Engineering, Plant Manager, Head of Operations, or COO at any large European industrial. You write and present at Board level internally.
- Extreme ownership, low ego, very high say:do ratio. Never satisfied, always preparing for the next quarter. You hide nothing — issues surfaced fast.
- Willing to travel across Europe. English required; German a strong plus given the European industrial customer base; Spanish or French also valued.
The CMMS P&L is owned and delivered — quarterly forecast accuracy, accelerated new-logo CMMS wins, CMMS expansion ARR into the existing install base, all visible and trending up.
- The bench is at the right bar — strongest performers retained and developed, gaps filled, at least 80% of AEs hitting 100%+ of quota.
- CMMS ICP, buyer map, and packaging sharpened and live — documented, in HubSpot, and consistently applied across the team.
- CMMS playbook modernised and embedded in the stack — stages, exit criteria, discovery, POC, value framing all lived. Not slideware.
- The marquee book is working harder — Coca-Cola, Nordex, BKW, and the broader install base producing references, case studies, and visible net-new pipeline.
- Customer engagement at the top — a documented schedule of in-person Head-of-Maintenance, Plant-Manager, and COO touchpoints across the strategic account list, with sourced pipeline behind it.
- A visible log of AI experiments owned by the team — agents, sequences, signals tried, results shared.
osapiens develops holistic Software-as-a-Service solutions that help global companies ensure transparency, efficiency, and trust across their entire value chain. Through its cloud platform, the osapiens HUB, the company leverages innovative technologies, including artificial intelligence, to strengthen businesses while promoting human rights, ecological responsibility, and sustainable corporate governance.
Founded in 2018 and headquartered in Mannheim, Germany, osapiens works with around 2,500 companies in over 50 countries across industries such as consumer goods, automotive, fashion, pharmaceuticals, and medical products. The company is backed by Goldman Sachs and Decarbonization Partners, reinforcing its commitment to responsible, sustainable growth and has reached unicorn status in January 2026.
