Job Opportunities API

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: th