About this role
Toast creates technology to help restaurants and local businesses succeed in a digital world, helping business owners operate, increase sales, engage customers, and keep employees happy. The Mid-Market Sales Executive is responsible for sales and revenue growth in their assigned, targeted accounts. This individual is responsible for building a sales pipeline, managing a sales process for their mid-market brands/group with 40 to 500 units.
Candidates must live local to Canada or be willing to relocate.
A day in the life (Responsibilities)
• Lead efforts to grow Toast market share in the multi-unit restaurant industry through establishment and cultivation of ongoing relationships at the C-Suite level through research, cold-calling and networking to develop a qualified pipeline of prospects.
• Create demand by educating prospects on the Toast value proposition of products and solutions through demonstrations and presentations communicating a compelling purchase rationale.
• Cultivate relationships with business partner counterparts who sell and support complementary applications and services to point of sale systems serving the restaurant industry
• Plan, direct and coordinate sales support activities, including management of the sales pipeline through Toast sales tools (Salesforce)
• Involved in all phases of the sales lifecycle including: identifying and developing leads; meeting with clients; developing value propositions; financial deal structuring; contract negotiation and closing
• Understand the competitive landscape (strengths, weaknesses, benefits) and determine how to position Toast to win
• Collaborate with Account Service and Implementation Teams to ensure that expectations set during the sales process are met in delivery
• Own your own leverage. Continuously identify the repetitive parts of the role — research, prep, notes, follow-up, list building and systematically get them off your plate, so the majority of your week is spent in live conversation with operators.
• Work evidence, not alphabetical order. Prioritize accounts based on observable change in the operator's business: expansion, ownership change, hiring patterns, guest feedback trends, visible technology, and disqualify unworkable accounts quickly so your capacity concentrates where it can actually close.
• Treat your book as an asset you maintain. Keep account and contact records accurate, current, and deduplicated, understanding that routing, scoring, and every AI-assisted workflow is only as good as the data underneath it.
• Untangle who really decides. Resolve complex ownership structures, franchise groups, multiple legal entities, operators running several concepts under different names to identify and reach the actual economic decision maker rather than whoever answers the phone.
• Arrive already informed, and earn trust in a low-trust market. Focus on the operator's specific situation rather than a product pitch, and recognize that many oper