Sales Project Manager

Keyloop bridges the gap between dealers, manufacturers, technology suppliers and car buyers.
We empower car dealers and manufacturers to fully embrace digital transformation. How? By creating innovative technology that makes selling cars better for our customers, and buying and owning cars better for theirs.
We use cutting-edge technology to link our clients’ systems, departments and sites. We provide an open technology platform that’s shaping the industry for the future. We use data to help clients become more efficient, increase profitability and give more customers an amazing experience. Want to be part of it?

Purpose of the Role

The Project Manager, Enterprise Deals, is embedded directly in the Enterprise Sales team's largest and most complex pursuits, ahead of contract signature. The role exists to close the gap between what Sales has proposed commercially and what the business can actually deliver operationally - working the deal from within, before it closes, to pressure-test the rollout plan, align internal stakeholders, and make sure the economics being agreed with the customer match what Solutions, Product, Delivery, and Finance can realistically stand behind.

This is not a delivery-phase project manager brought in after the ink is dry. The right person is assigned into a live opportunity, gets fluent in the deal fast, and drives the internal alignment work - pricing assumptions, resourcing, delivery feasibility, contractual commitments — so that by the time the customer signs, the business has already agreed internally on how it will deliver against what was promised.

The role reports directly to the VP of Enterprise Sales and operates as a trusted extension of that leadership, with the standing and judgement to challenge senior stakeholders across functions when a deal's internal alignment is at risk.

Key Responsibilities

Pre-signature deal engagement & rollout readiness

- Supporting large enterprise deals ahead of signature, at the point where commercial terms are taking shape but before they are locked in.

- Build the internal rollout and implementation plan for each deal in parallel with the commercial negotiation, so delivery feasibility informs the deal rather than following it.

- Work with Solutions, Product, Delivery, and Finance to confirm that pricing, scope, and timeline commitments being made to the customer are ones the business can actually meet.

- Flag misalignment between what is being proposed externally and what is deliverable internally early enough to influence the deal, not after signature.

Deal orchestration

- Project-manage large, complex enterprise deals end-to-end — from qualification and solutioning through pricing, contracting, and close.

- Build and maintain a clear deal plan for each pursuit: milestones, owners, dependencies, and decision points, with visible risk and status tracking (RAID).

- Act as the single point of coordination across Sales, Solutions Engineering, Legal, Finance, Product, and Services for each enterprise deal.

- Apply governance discipline — scoping, planning, RAID logs, decision gates — scaled appropriately to the size and complexity of each pursuit.

Stakeholder management

- Manage multiple senior internal and external stakeholders simultaneously, adapting communication style and cadence to each audience.

- Set and hold healthy working boundaries — protecting timelines and quality standards even under pressure from competing priorities or senior voices.

- Build trusted relationships that allow the role to challenge, escalate, or push back constructively when a deal's alignment is at risk.

- Manage executive communication and reporting on deal status, proactively surfacing risks and driving decisions rather than just reporting on them.

Cross-functional alignment

- Bring together functions with different incentives — Sales, Legal, Finance, Product, Delivery — around a single, shared deal outcome.

- Identify and surface the goal a grou