Lead/Senior Commercial Strategy & Steering Manager (B2B) in Berlin

• Zenjob’s B2B business grows through three motions: winning new customers, rolling out more of their locations, and expanding volume in the locations we already serve
• We can see that growth today. What we can’t yet see is how much of it was actually available to us — whether a vertical captured its potential or simply beat an easy comparison. That question has no owner, and no denominator
• You’ll build both. You own commercial steering for the B2B business — the numbers the CEO, Commercial Management and CFO decide on, and the baseline that makes those numbers mean something
• Commercial steering. Making the B2B organisation steerable: one consistent set of numbers across four verticals, a metrics framework people trust, and early warning before a drift shows up in a quarterly result. Dashboards are how it’s delivered, not what the job is
• The potential baseline. Locations, shift volume and staffing budget per customer — so growth is measured against what was there, not against last year
• Where capacity goes. The other half of the growth question: whether AM time and sales focus sit on the accounts that justify them. You’ll track coverage against potential and revenue per AM hour, and work with the Vertical Heads to rebalance portfolios when they don’t line up
• Forecasting and planning. Existing demand, new pipeline and expansion modelled as three separate lines instead of one blended number — plus a unit-economics-driven, bottom-up revenue plan built together with Finance
• Targets, incentives and accountability. The target and incentive logic across all four verticals — quota design, bonus mechanics, accelerators — together with the funnel reviews where verticals are held to it. One loop: what we ask for, what we pay for, and where we check. It only works if every rep can explain how their own number comes about
• From finding to fix. Your analysis doesn’t stop at the insight. You work out what’s actually driving a gap, hand it to the function that can close it — Enablement for a skill or process fix, our project office for a structural one — and then measure whether it worked
• The marketplace view. A standing interface with your B2C Steering counterpart, so commercial ambition stays connected to what we can actually fulfill
• Most steering roles inherit a system and keep it running. This one builds it — you’ll define how a four-vertical commercial organisation measures itself, with direct access to the CEO, Commercial Managmenet and CFO
• The remit is deliberately clear rather than all-encompassing: pricing sits with Finance, supply steering with your B2C counterpart, cross-functional project delivery with our Commercial Mgmt Office. Your job is the numbers, and what they tell us to do next

You build forecasting and planning models comfortably, and you can defend what they sayYou’ve owned reporting end-to-end, not just contributed to someone else’sYou’d rather build the first version of something than maintain the tenthYou can explain a complex commercial dynamic to someone who doesn’t work with numbers all day4-7 years in commercial analytics, revenue operations, sales strategy or something comparable - ideally B2B SaaS, marketplace or staffing