Enterprise Account Executive

Responsibilities

• Own the full sales cycle. Qualify, run discovery, manage follow-up, work the buying group, and close.
• Build pipeline continuously. Inbound opportunities, outbound, closed-lost re-engagement, referrals, events, partner conversations, and the Duckbill customer network will all be part of how you build your book.
• Take over real opportunities quickly. In the first 30 days, you'll learn the market, the customer problems, the Duckbill story, and the way we qualify deals. After that, you should be running more of the pipeline with less hand-holding and taking over opportunities already in flight.
• Run useful discovery. We work closely with the product team, so we'll want you to tell us what you are hearing: where buyers are confused, where the pitch is landing, and where the offer needs to change. We need you to notice those patterns.
• How we work
• You'll get more ownership than you may be used to. We are a small team, around a twenty people today, and we hire people who can take responsibility without needing every step prescribed.
• We care about pace and follow-through. If you say you are going to follow up, follow up. If a deal is not real, say so. If HubSpot is wrong, fix it.
• We use AI throughout the company and expect you to as well: account research, call prep, follow-up, summarization, messaging tests, pipeline analysis, and whatever else helps you do better work faster. AI skeptics will not do well here.
• About you
• You probably came up through SDR. You know how to create pipeline because you have done the work yourself, not because leads showed up neatly assigned in a queue.
• You've been in an AE role for 2 to 3 years and are ready to own a book that is actually

Additional Information

About Duckbill We are developing a SaaS product called Skyway that simplifies financial planning and analysis of cloud billing data for large enterprises with complex cloud spending requirements. Duckbill has spent the last seven years helping companies understand, manage, and negotiate their cloud and AI spend. We've worked with hundreds of enterprises, negotiated tens-of-billions in cloud and AI contracts, and built one of the best-known brands in the cloud world. What we haven't had is a full sales team. Like a lot of startups, our founding AE has moved into a Head of Sales role after spending years closing deals with help from our Cloud Economists, negotiators, and product team. Now we're scaling the team up. You'll inherit demand, active opportunities, a known brand, and a market we've been working for years. You'll also be expected to create pipeline, run deals, and help build a sales org that can scale. Why this role exists Enterprise cloud and AI spend is changing faster than most companies can manage it. For years, cloud cost management mostly meant finding waste in an cloud bill. While that still matters, it is not enough anymore. Companies are now making large commitments across AWS, Anthropic, OpenAI, Azure, GCP, neoclouds, and inference providers without benchmarks, tooling, or visibility into whether the contracts they are signing are any good. In response, we're building Skyway, our platform for managing commercial terms and compute commitments across cloud and AI providers. It comes directly from the work we're already doing with customers: helping them understand their commitments, negotiate better contracts, and make better, more informed decisions for their business. The loop is simple. We help a customer with an expensive contract problem. That gives us trust and context. Skyway helps the customer forecast and manage those commitments over time. The next contract cycle gives us another reason to be in the room. That's the business we need you to help build. What makes this hard The buyer is changing. While we still sell to FinOps and cloud cost teams at traditional enterprises, the best conversations are increasingly happening with AI-native or AI-active companies where engineering, finance, and infrastructure leaders are all circling the same problem. The first person to feel the pain might be in engineering, strategic finance, infrastructure, or procurement, and budget ownership may not be clear when you arrive. You have to be comfortable entering through whichever door is open and helping the company figure out who needs to be in the room. Sales cycles are usually 90 to 120 days. You'll need to stay close to the account, keep the next step alive, and know the difference between real urgency and wishful thinking. We do not have an SDR team filling your calendar. Inbound is consistent and it converts well, but it will not carry the number by itself, so you'll need to work to build pipeline on your own.

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