Nash · San Francisco
Sales & BusinessSalesFullTimeposted 4d ago
Nash is last-mile delivery infrastructure. We help the world's largest retailers and commerce companies orchestrate, optimize, and manage their delivery operations. Founded in San Francisco in 2021, backed by Andreessen Horowitz and Y Combinator, Nash works with enterprise customers across North America, Europe, APAC, and the Middle East.
Our platform sits at the center of complex delivery operations: connecting carriers, optimizing routes, managing fleets, and giving operators the visibility and control they need to run delivery at scale. We're not a marketplace. We're the infrastructure layer that makes the whole system work.
Every enterprise customer presents a different operational reality. A grocery chain running same-day delivery from hundreds of stores has different constraints than a retailer consolidating three carrier networks into one. Nash doesn't sell a fixed product off a price sheet. We design and configure solutions around how each customer actually operates, then deploy with dedicated engineering and product support. The sales process is inseparable from the solution design process.
Nash has an established Middle East business anchored by strategic enterprise work in Saudi Arabia. We're now at the point where two things need to happen at once: deepen our enterprise footprint in the Kingdom, and prove that Nash's model works across the wider GCC.
This role exists to do both. You'll close enterprise deals in Saudi Arabia's retail and logistics market, and lay the strategic groundwork for Nash's expansion across the 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.
Saudi Arabia is one of the most interesting delivery markets in the world right now. Retail and grocery are modernizing fast, quick commerce is scaling nationally, and delivery has moved from an afterthought to core infrastructure. The companies building through this shift need exactly what Nash does.
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.
Own new enterprise opportunities in the Kingdom 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. Nash already works with one of the Kingdom's leading grocery retailers. 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. In Saudi Arabia, that relationship work is the deal. Trust is built in person, over time, and it compounds.
Work alongside regional leadership 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 fleets to a captive fleet? What does route optimization save across 150 stores versus 40? What's the real cost of a failed delivery when you account for redelivery, customer churn, and call center load?
Some of this work is regulatory as much as commercial. Data residency under PDPL, riyal-denominated commercial structures, and local compliance requirements all shape how solutions get designed and priced in the Kingdom. You don't need to be a lawyer. You need to treat these as design constraints, not obstacles.
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.
Nash's international plan calls for enterprise customers beyond Saudi Arabia. Your job isn't to run a full sales cycle in a new country while also closing deals in the Kingdom. It's to do the strategic groundwork that makes expansion possible: identify which GCC 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 regional leadership and Nash's global team to shape the engagement.
New markets also mean new operational patterns. Delivery in Dubai works differently than delivery in Riyadh, and both work differently than delivery in Sydney or San Francisco. Carrier ecosystems, courier nationalization rules, customer expectations, addressing conventions, and cost structures all shift. Ramadan inverts the demand curve. Summer heat reshapes delivery windows. Cash on delivery still matters in some segments. Part of this work is understanding those differences well enough to know where Nash's existing product translates and where adaptation is needed.
Every 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.
First 6 months:
Material contribution to multiple new Saudi enterprise deals closed or in final stages
A healthy pipeline of qualified enterprise opportunities with clear next steps
Strategic account value assessments completed, with new use cases scoped and costed
Active collaboration with Product and Engineering on at least one customer-driven product investment
GCC expansion research complete: target market identified, top accounts mapped, initial outreach underway
First 12 months:
Material contribution to meaningful new revenue closed from the Saudi enterprise pipeline
A documented, repeatable enterprise sales approach for the Saudi market, including solution design templates and engagement frameworks
First qualified enterprise conversations in a GCC expansion market, with a credible entry plan and timeline
A clear recommendation on where Nash should expand next in the region, what it takes, and when to commit dedicated resources
You have 5-10 years of experience, and your career most likely started in management consulting. The profile we expect to hire: formative years at a top-tier strategy firm (McKinsey, Bain, or BCG, or a practice of comparable rigor), followed by a move into an operating, product, or commercial role at a technology, retail, or logistics company. The consulting foundation matters because this role runs on the same muscles: structured problem-solving, executive communication, and building a case rigorous enough to move a board. If you built that toolkit somewhere else, in a strategy seat inside a serious operator, say, make the case.
Consulting alone isn't enough, though. Somewhere along the way you've been responsible for commercial outcomes, closing deals, growing accounts, or owning a number, even if your title was never "Account Executive." The common thread: you understand how complex operations work, you can design solutions to hard problems, and you've delivered results, not just recommendations.
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.
Professional fluency in Arabic and English is a hard requirement. Executive conversations in the Kingdom move between the two, and so will you.
An existing network in Saudi retail, grocery, or logistics is valuable. A network across the wider GCC is a differentiator. So is experience closing enterprise deals in the region, where trust is built face to face and procurement runs on relationships as much as process.
Profile examples (most with a consulting foundation):
MBB consultant who moved into an operator, product, or commercial role at a technology or logistics company
Early-stage operator at a marketplace, logistics, or delivery company in the region who wore multiple hats across strategy, product, and customer acquisition
Strategy and operations leader at a retailer or commerce business with deep exposure to supply chain and delivery
Solutions or product leader at an enterprise technology company where every engagement required designing a bespoke deployment alongside the customer
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. It's also not right for career consultants who have never owned a commercial outcome. The toolkit matters. So does having closed something.
You join a small, high-performing Middle East team alongside a Customer Success function and regional leadership. 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.
The role can be based in Riyadh or Jeddah, with regular travel across the Kingdom and, over time, the wider GCC.
For GCC expansion, you'll work with regional leadership 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 Saudi pipeline and strategic account work. GCC expansion research starts in parallel and deepens as the Saudi motion gains traction.
More about Nash
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. We are headquartered in San Francisco.
✅ Early-stage, well-funded startup – directly impact the company and grow your career!
✅ Quarterly broader team on-sites to bond with teammates
✅ Competitive compensation and opportunity for equity
✅ Flexible paid time off
✅ Health, dental, and vision insurance for US employees