Country Managing Director — Developer-Tools Business

The mandate

A privately held developer-tools business is establishing a Country Managing Director role to strengthen governance, improve execution consistency, and build the operational foundations needed to support the next phase of growth.

The Country Managing Director will carry a portfolio of approximately US$2,150 million in annual recurring revenue and lead around 600 employees and material partners. Accountability spans country P&L, customers, go-to-market, operations, partnerships, people, risk and enterprise coordination. The executive reports to the Group Chief Executive and the board.

The opening task is to explain performance without inherited narratives. Revenue cohorts, developer adoption, conversion, renewal, sales capacity, service delivery, cost and product fit should reconcile by segment. The MD will distinguish a temporary execution gap from a market or product constraint, giving the board facts that change a decision.

Growth will be gated. Additional coverage, marketing, partnerships and technical capacity must identify the customer opportunity, constraint, proof point, cash and downside trigger. Capital should follow completed learning rather than optimistic pipeline. Existing spend that lacks a credible path to value needs to stop or be redesigned.

Country authority also requires enterprise alignment. Local customers and partners need fast decisions, while product, security, pricing and brand standards may remain global. The MD will establish which decisions are reserved, which are local and how exceptions are escalated. Neither central delay nor unsupported local promises should become routine.

Developer-tools economics depend on usage and trust. The business will connect active adoption, workflow position and community influence to paid value. Discounts, free use and service obligations should be understood by cohort. Commercial growth that creates unpriced implementation or support work cannot be treated as evidence of product-market strength.

The customer portfolio needs deliberate choice. Enterprise platform teams, independent developers, regulated sectors and digital-native companies require different product and coverage models. The MD will concentrate resources where local access and enterprise capability reinforce each other, accepting that some attractive segments may not clear the investment hurdle.

Leadership credibility is essential after uneven execution. The role will assess commercial, product-facing, customer and operating leaders against explicit outcomes and enterprise behaviour. Decisions about appointments, spans and succession should be made early enough to affect the new plan. Critical customer or community relationships must not remain dependent on a single executive.

Governance will use one country scorecard joining recurring revenue, cash, product adoption, customer health, people and controlled risk. Forecast changes need causal explanation and a decision. Board reporting should expose disagreement and downside rather than manufacture confidence through aggregation.

Why this seat is open

This is a new role in the approved operating model, not an incumbent replacement. A planned four-to-six-month search allows the executive to join before the next capital and talent cycle. Current leaders retain formal accountability until the country remit is activated.

What you will own

• Establish the factual causes of uneven country performance.
• Steward approximately US$2,150 million in annual recurring revenue.
• Gate growth capital against customer, product and cash evidence.
• Clarify country decisions and enterprise-reserved authority.
• Select priority customer segments and stop diluted coverage.
• Lead approximately 600 employees and material partners.
• Rebuild executive accountability, succession and stakeholder confidence.
• Present one reconciled country outlook directly to the board.

The first 12 months

During the first 90 days, validate the performance bridge, meet the 30 stakeholders most consequential to the country and assess leaders. Stabilise priority customer or talent risks. Agree with the board the evidence thresholds for growth capital, segment choices and organisation changes.

Months four to nine should reallocate coverage, stop low-conviction activity and implement the governance model. Product and commercial teams should share adoption and customer facts. Early proof may include improved conversion, retention, cash, forecast accuracy or capacity released for priority segments.

By month twelve, local growth, stakeholder confidence and enterprise alignment should form a credible investment case. Results must stay within 10% of approval, with three consecutive outlooks reconciling recurring revenue, usage, cash, customers and people. Major deviations need an explicit board decision before they become irreversible.

What the board will measure

• Country performance explained through customer, product and economic drivers.
• Growth funds released only when agreed evidence gates are met.
• Segment focus reflected in capacity and commercial outcomes.
• Local decisions made quickly inside clear enterprise boundaries.
• Keep more than nine in ten essential risk leaders while establishing immediate successors for seven in ten roles reporting directly to the CRO.
• Forecasts that expose downside early and preserve strategic options.

The person

You are a Country MD, Country CEO or General Manager with more than 28 years in technology or an adjacent enterprise. Your leadership record combines full country commercial ownership with workforce decisions and formal governance responsibility.

Your prior P&L, book, budget or accountable portfolio must be at least US$1,250 million, and you have led 425 or more people. Evidence should include a business whose right to grow had to be re-earned and results sustained for two reporting periods.

You understand developer products, enterprise governance and market economics. You can challenge both local optimism and central assumptions, make leadership changes and retain credibility with customers, employees and the board.

Compensation and terms

Base pay is US$600,000–850,000 plus annual incentive and long-term equity. This permanent San Francisco appointment is onsite and supports international relocation, but not remote tenure. Notice periods of up to six months can be accommodated.

Confidentiality

The company, country results, customers and board deliberations remain confidential. Further particulars will be provided after mutual interest under an undertaking; published values and context are deliberately composite.