You will sell Atlas to large organisations. Most of the time, nobody is waiting for our call. You need to find a real reason to start the conversation. When the buyer is ready, ask for the agreement.
The work stays close to the client after the sale. You may lead a workshop where the evidence is uncomfortable for someone in the room. Your job is to explain it plainly and pay attention to how it lands. The group still needs to decide what to do.
When finance tests the business case, the numbers need to hold without a sales story around them. You should be comfortable in that conversation too.
The company opportunity
Companies spend months testing a plan before they commit to it. They spend far less time asking whether the organisation can deliver it. Atlas gives leaders evidence about where the organisation may help the plan and where it may get in the way.
We use our own psychometric assessment and survey together with the context of the company itself. The evidence is useful only when it helps someone make a better decision. That decision stays with the client.
Enterprise sales rarely depends on one person. A CHRO may see the need. Finance may test the case. Procurement has its own job to do. You need to understand what matters to each of them without losing sight of the agreement.
Location & work mode
This is an office-first role in Copenhagen. You will sit close to the people building and delivering Atlas. Travel when the account calls for it.
What you'll do
Find organisations with at least 1,000 employees where a funded change has real consequences for the people expected to deliver it.
Start conversations with the leader who owns that consequence. You will create many of those openings yourself.
Own the deal from the first reply through to the signature. Stay close afterwards and look after the commercial relationship.
Lead discovery and workshops. When you give feedback, connect the evidence to the situation in front of you rather than repeating what a report says.
Build the business case and test your own assumptions before a CFO does.
Use our templates and sales system for the routine work. They should give you more time for the buyer, not less.
Tell the rest of Atlas what you hear. When a client exposes a weak point in our message or product, bring it back to the team.
What should be true in 12 months
You have closed enterprise agreements from opportunities you helped create.
Senior leaders trust you with evidence they may not enjoy hearing.
Your business cases survive a hard review from finance.
Your notes make it easy for the rest of us to see where each account stands.
The selling adviser
We need someone who can sell the work and stand behind it in the room. This is what that looks like here.
People listen when you explain something difficult. In a workshop or feedback conversation, you make the evidence understandable. A good workshop gives other people space to think aloud.
You earn trust quickly. Enterprise deals bring together people who want different things. You listen well enough to understand what each person is protecting and what they need from you.
You see the person in front of you. A report cannot tell you how to hold the conversation. You notice the response and adjust without watering down the message.
You like winning the work. The advisory part matters to you, and so does the sale. When it is time to ask for the agreement, you ask. You have closed complex enterprise deals yourself.
You give the meeting a direction. People leave knowing what needs to happen next. If the deal has stalled, you say so instead of filling the forecast with hope.
You are comfortable with the numbers. You can build a business case with assumptions that finance can inspect. If the case is weak, you would rather find out early.
You understand the business around the evidence. You learn what the company is trying to do and where the organisation may get in its own way. That is what makes the conversation useful to a senior buyer.
You hold your ground. A leadership team may dislike what the evidence shows. You can say it plainly without becoming defensive or losing the relationship.
This role is not for you if
You would enjoy the advisory work but feel uncomfortable asking for the agreement.
When pressure rises, you tend to fill the room with your own voice.
You keep improving the deck after the decision is ready to be made.
Practical
You can work from our Copenhagen office most days and travel when an account requires it.
You can sell and write fluently in English. Danish or another Nordic language is useful, but not required.
How we hire
We send you the Atlas People hiring assessment before the first conversation
Kevin asks about one enterprise deal you won and one you lost. You also discuss the assessment together
You lead a short workshop and feedback conversation using an evidence pack we provide
You build the business case for the same situation and talk us through your assumptions
You work through a senior buyer conversation with the founding team
We take structured references before making an offer
What we offer
At Atlas, customer conversations still shape the product. You can expect:
Salary, with the terms discussed early in the process
Close work with the founders. They join customer meetings and commercial reviews
A live product and real customer work to learn from before your first pitch
Sales material and an account system that are ready to use
A real say in how Atlas sells and looks after enterprise accounts
An office by the lakes in central Copenhagen, with lunch and the occasional team evening
A learning budget that we trust you to spend on getting better at the work