Head of Sales

About this role

Job Description:
Head of Sales - Jonas Event Technology UK
Company Overview
Jonas Event Technology (JET) is a leading provider of event registration software and services, supporting trade exhibitions, consumer shows, and conferences with innovative technology and exceptional customer service. Our mission is to deliver seamless event experiences through powerful SaaS solutions and a client-first approach.
Role Purpose
To personally drive new business generation for the time being, while leading existing-account commercial management and Customer Success across the portfolio — building a scalable, predictable revenue engine while protecting strong customer relationships. This is a new SLT seat created alongside the Marketing Director as JET's commercial function is split into two dedicated leadership roles. The role carries commercial/revenue accountability and operates as a member of the Senior Leadership Team.

Key Responsibilities
Revenue Ownership

• Own the annual new-business and existing-book revenue targets across the portfolio.

• Develop and maintain accurate sales forecasts and pipeline reporting.

• Identify risks and opportunities early; create recovery plans when targets are at risk.

• Report revenue performance to the MD and SLT.

Success looks like:

• Predictable, sustainable growth.

• Accurate forecasting with no revenue surprises.

• Early identification and management of risk.

New Business Development

• Personally own and drive new business sales activity for the time being — prospecting, pipeline build and closing — working alongside the Sales Executive, rather than delegating to a dedicated new-business hire.

• Coach and develop the Sales Executive, building sustainable pipeline capability independent of account management.

• Own pricing input, deal structuring and commercial terms for new business.

• Assess, as pipeline and capacity develop, whether a dedicated new-business hire becomes justified.

Success looks like:

• Strong personal sales discipline and improved conversion rates.

• Healthy, well-qualified pipeline coverage, built without a dedicated new-business hire.

Account Management & Existing-Book Commercial Ownership

• Own commercial performance of the existing account book via the Account Director(s).

• Own existing-book commercial escalations: quoting, forms-edit sign-off and chargeable-item approval.

• Identify and convert cross-sell/upsell opportunity within the existing book.

• Advise the MD on the shape and growth of the team as scale requires — including whether and when additional account management or sales capacity is justified — rather than working to a predetermined headcount plan.

Success looks like:

• Healthy existing-book growth.

• Clean, timely handling of commercial escalations.

• No commercial-decision bottlenecks reaching the MD.

Customer Success & Retention

• Own Customer Success: proactive account health, retention strategy and churn prevention.

• Ensure Customer Success has clear objectives, processes and account-health measures.

• Ensure customer onboarding, adoption and engagement support long-term retention.

Note: Customer Success remains a service-led function. The Head of Sales is accountable for retention outcomes, not for converting Customer Success into a sales team.
Success looks like:

• High renewal rates and reduced churn.

• Strong customer engagement and health scores.

• Expansion revenue from existing accounts.

Commercial Governance & Operations

• Maintain discipline around pricing and commercial decisions; own commercial policies and approval processes.

• Own how the sales team uses the CRM — pipeline process, data entry standards and forecasting discipline — while the Marketing Director owns the underlying platform (build, configuration, automation/AI tooling).

• Own reporting on sales numbers: pipeline, forecast and revenue performance reported to the MD and SLT, drawing on the CRM/automation platform the Marketing Director maintains.

• Flag platform gaps, data issues or new system requirements to the Marketing Director rather than resolving them directly.

• Establish a weekly sales operating rhythm across new business, accounts and Customer Success.

Success looks like:

• Consistent commercial standards and margin protection.

• Accurate, timely sales reporting the SLT can rely on.

• Clean CRM data discipline within the sales team.

• A smooth working relationship with Marketing on systems, with no ambiguity about who owns what.

Key Measures of Success
Revenue Growth

• New business revenue

• Existing-book growth

• Revenue by segment

Sales Effectiveness

• Pipeline coverage

• Conversion rate

• Forecast accuracy

Customer Performance

• Renewal rate

• Customer retention / churn rate

Commercial Quality

• Margin and pricing discipline

• Escalation turnaround time

Leadership Expectations
The Head of Sales will:

• Be the executive owner of new business, account management and Customer Success outcomes.

• Bring commercial discipline and forecasting rigour to the SLT.

• Build a high-performing, well-coached commercial team across new business, accounts and Customer Success.

• Work closely with the Marketing Director to ensure enablement and campaign activity reflects live pipeline needs.

• Operate as a key strategic partner to the Managing Director on revenue.

First 12 Months Priorities

• Personally build initial qualified new-business pipeline alongside the Sales Executive; assess whether/when a dedicated new-business hire becomes justified.

• Take ownership of existing-book commercial escalations, and advise on what team structure and growth is needed to sustain this as the book grows.

• Establish clear Customer Success objectives, health metrics and a retention/renewal cadence.

• Build a weekly sales operating rhythm (pipeline, forecast, account health) reporting to the MD/SLT.

• Establish a strong working relationship with the Marketing Director.

Reporting &…