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.
Toast International is building its upmarket business across the UK & Ireland, Canada, and Australia, focused on restaurant groups with 16 to 500 locations. We're hiring a solutions leader to own the technical side of every International deal over 15 locations. Your demos and labs are where our deals are won or lost. You'll start as a player-coach, carrying deals yourself, and you'll build the International upmarket solutions team as the business grows.
About this role:
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• Run demos that win the room. Build every demo from discovery. Show a 40-site group their own menu, their own workflows and the systems they already run, in their market's version of the product. Tailor it to each person in the buying group, from the head of ops to the IT lead to finance. Leave each of them with a reason to champion Toast.
• Run labs that end in a decision. Agree success criteria with the customer before the lab starts. Build and maintain the lab environment, track every issue, drive escalations and root cause analysis, and close the lab with a clear yes or no. No lab ends without an agreed next step.
• Own the technical outcome through go-live. The deal isn't won until the customer is live and it matches what we sold. Stay involved through procurement and handoff.
• Architect the solution. Design how Toast fits into a multi-location group's existing stack:
• ERP, payroll and HR (e.g. Workday)
• Inventory, loyalty, gift card processors and kiosks
• Delivery and custom integrations
• Network and hardware
• Multi-entity and franchise structures, and data migration
All of it within what's actually available, and what payments rules allow, in each market.
• Lead security, IT and compliance reviews. Own vendor security questionnaires, PCI scoping conversations and the technical sections of RFPs.
• Speak product's language. Write BRDs that product and engineering can act on: the problem, the customer's own words, workarounds tried, what's at stake across the segment (not just one account), and options with tradeoffs. Turn one customer's ask into a case for the platform.
• Present the roadmap with credibility. Walk executive and IT audiences through what exists, what's coming and what isn't, without overpromising. Keep their trust when the answer is "not yet."
• Sell outcomes, not features. Partner with sales to build the business case. Translate technical fit into the outcomes the economic buyer cares about, such as labor, speed of service and revenue. When a buyer is weighing a feature gap, help them see it against the full value of the platform, and make sure their IT team feels heard along the way.
• Engineer workarounds, and know when to hold the line. Design and document solutions to complex gaps, and judge when a workaround creates debt we'll pay for at