Enterprise Business Manager
Own the relationship with the enterprises that hire us — from the first conversation with a CIO, through scoping and contracting, to keeping the engagement true to what was agreed.
- Commercial
- Mid-level
- 4–8 years experience
- Full-time
- Remote, with time on site at client premises
Send us what you've delivered and owned, and one thing you'd want checked on a delivery you've seen. Two paragraphs is enough.
About Pelagram
Who you'd be joining.
Pelagram is an independent technical assurance firm. When an enterprise has business-critical software built — by a contracted firm or its own delivery team — we represent the owner: we define the obligations the delivery must meet — security, data sovereignty, recovery, reliability, performance — and verify, with evidence, that it meets them, through the build and into production.
To make enterprises confident in the software built in their name — by defining the right obligations and proving, with evidence, whether they are met.
- What we do
- Build business-critical software as a delivery partner, and independently assure software built by others.
- Who we act for
- The enterprise that owns the delivery — never the builder, and never both on the same programme.
- How we're set up
- A small practice, remote by default, deployed into the owner's programme rather than run from an office.
- What we publish
- The standard we work to and the constraint that keeps it honest are both public documents, not internal policy.
Life at Pelagram
A culture built around the judgment of the person doing the work.
A small practice, a published standard, and no layer between the person who did the work and the executive who acts on it.
More on how you'd grow here.
- How we care
- We care about our people. It's the driving motivator for how we plan the work, how we staff it, and how we back the person who signs it. Care here is more than benefits and perks — it's being surrounded by people who want to invest in you, and it shows up when a conclusion is unwelcome: the position is Pelagram's, and not yours alone.
- How we work together
- Flexibility is the norm. We're remote by default and on site when the work is there — an evidence session, a go-live, a board sitting — and the interesting decisions stay with the people doing the work rather than moving up a layer.
- How we make a difference
- We encourage our people to close the distance between what a delivery claims and what is true, on the systems people have no choice but to depend on: payments, patient records, claims, freight, public services. A backup nobody has restored is a claim; the work turns it into a fact or a finding.
- How we reimagine the possible
- Just because it worked yesterday doesn't mean it will work today. The Rules are amended by the people doing the work, and evidence that satisfied us last year does not automatically satisfy us now.
- How we act with integrity
- Acting with integrity is part of the everyday conversation here, because it is also the product. The standard is public and is not relaxed when the delivery is our own, and the independence policy binds you personally — no stake in a builder you may assess, and no side work for a party to a delivery you assure.
The role
Enterprise Business Manager, in detail.
This is the commercial seat at a firm whose product is a conclusion. What you sell has to be something the practice can actually prove, which makes the role closer to scoping than to selling.
Assurance is bought by people who have been sold to badly before, usually by the same firms that built the system they are now worried about. They can tell within one meeting whether the person opposite understands what they are buying, and the ones worth working with disqualify anyone who doesn't.
So the commercial work here is not lead volume. It is finding the enterprises that have a real exposure, framing an engagement that will actually address it, getting it through procurement intact, and then holding both sides to the scope while the practice does the work. It's a mid-level role with senior exposure: you will be in front of CIOs and programme directors from the first month, with the practice behind you rather than a script.
What you'd do
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Bring in the right work
Build and run the pipeline: the enterprises with business-critical software in flight, the programmes approaching a gate, the boards that need an independent read. Qualify hard, and say no early when we are not the right party.
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Scope engagements with the practice
Translate what a client is worried about into an engagement shape — dimensions in scope, depth, cadence, deliverables — alongside the engineer who will have to deliver it. Nothing is proposed that has not been sized by the person doing it.
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Write the proposal and get it through procurement
Proposals, commercial terms, tender responses, security and supplier questionnaires, and the negotiation that follows. Enterprise procurement is a discipline of its own, and it is a substantial part of this job.
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Run the account through delivery
Keep the engagement on its agreed scope and cadence, manage change properly rather than by accretion, and stay close enough to the work to know what is actually happening before the client tells you.
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Hold the commercial boundary
Independence has commercial consequences: work we must decline, follow-on we cannot take, and findings that will cost us an account. Part of the role is protecting that line when the pressure is on the other side.
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Build how we go to market
Positioning, the proposal library, pricing structures, partner and referral relationships. The firm is young enough that what you build here becomes how it operates.
Experience we require
Mid-level · 4–8 years
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Four to eight years in enterprise B2B — consulting, professional services, technology services, or enterprise software — carrying a number or owning named accounts.
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You've sold or managed work priced on expertise rather than seats, where the buyer had to trust a judgment they couldn't verify in advance.
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You've held relationships at CIO, programme director, or head-of-technology level, and been kept in the room after the deal closed.
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You've been through enterprise procurement properly: tenders, supplier onboarding, security questionnaires, legal and commercial negotiation.
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You write. A proposal or a commercial paper you produced that an executive committee read and approved.
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Technically literate enough to hold a conversation about cloud, data, and security without bluffing — and honest about where your knowledge stops.
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You've told a client something that cost you the deal, or the upsell, and would do it again.
Useful, and not a filter
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Experience selling assurance, audit, risk, or governance services.
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Public-sector or regulated-sector tendering.
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Time inside a delivery or programme function, which is the best preparation for scoping one.
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A second language relevant to the markets we work in.
Independence, and what it asks of you.
Anyone working on an assurance engagement is bound by our independence policy. It carries obligations for individuals, not only for Pelagram. The full policy is published.
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No stake — equity, options, advisory shares — in a builder or a vendor whose product you may assess.
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Personal relationships with anyone on a delivery team are declared before the engagement starts, and recorded.
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No side work for a party involved in a delivery you assure, during or immediately after.
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One role per delivery. Where Pelagram builds, nobody from Pelagram assures it.
Conditions of the role
- Travel and time on client premises, scoped per engagement.
- No commission on an engagement's conclusion, and no incentive that moves with a finding. Compensation is structured so that what we report never depends on what it earns.
- You'll be told no by the practice when something can't be proved, and you will carry that message to the client rather than around them.
Compensation
We state the band — base and the variable structure — in the first conversation, before you spend a day on the process.
Our hiring process
- 01 Send us a note
- 02 A conversation
- 03 A working session
- 04 Terms
You'll have a decision, with the reasoning behind it, within ten working days of the working session — either way.
Send us what you've delivered and owned, and one thing you'd want checked on a delivery you've seen. Two paragraphs is enough.