Offres d'emploi

Equinix is in the middle of a Commercial Transformation built to support 3x growth into 2027 and beyond. The transformation is reshaping how deals are scored, governed, structured, priced, and shepherded with new capacity allocation logic, single-list-price economics, a new approval hierarchy, and a consolidated deal-governance operating system.

The Senior Director, Deal Strategy & Enablement leads the global commercial center of excellence responsible for cradle-to-grave management of deals across the Opportunity-to-Cash (O2C) process.

This is a system-design and team-development role, not a deal-approval role. The successful candidate is a builder, not a gatekeeper. They operate by influence within CRO (Sales, Success+), Finance, Legal, and Regional Presidents not by approval signature. They take a ~40-person team through a redefinition of how the work is done, create thoughtful career pathways, and establish the function as the single most important velocity-multiplier in Equinix's commercial engine.

• Lead the global Deal Strategy & Enablement organization (~40 people across five regional pods) through the announced transition from Commercial Solutions to Deal Strategy & Enablement moving from approvals to strategic orchestration.

• Empower bid management team supporting complex, high-value deal pursuits across all regions, standardizing the end-to-end proposal and RFP response process to improve win rates, accelerate deal velocity, and ensure pricing and commercial terms aligned with strategic growth targets

• Co-own the Commercial Transformation alongside the VP, Revenue Operations and the broader GTM Operations leadership and VP, Commercial Finance, ensuring the function delivers against the strategic shifts (capacity allocation, list pricing, approval governance, demand shaping).

• Build the function's brand internally make Deal Strategy & Enablement the team Sales asks to be staffed on their deals!

• Own end-to-end deal-cycle accountability from qualified opportunity through booked. Publish weekly velocity dashboards covering days-to-booked, approver-stage cycle time, win rate on enablement-supported deals, and enablement-asset adoption.

• Drive each significant deal through the new approval hierarchy on behalf of Sales proactively, with pre-modeled scenarios and pre-prepared approval packages and playbooks.

• Stand up and chair standing operating cadences with cross functional partners in Finance, Legal, Global Markets to remove approval friction at source.

• Partner with Sales leadership in their new role as primary deal approvers preparing approval-ready packages, modeling commercial scenarios, and removing administrative drag from approver time with key insights to drive their decisions.

• Own and chair the consolidated Deal Governance operating system with ownership of continued evolution and key learnings to keep improving.

• Ensure approval decisions are documented, traceable, and consistently applied across regions; identify systemic patterns that warrant policy evolution.

• Maintain and evolve the CAPI (Capacity Allocation Prioritization Index) scoring model in partnership with Commercial Finance and Product. Drive CAPI maturity from Stage 0/1 (current) toward Stage 2 (Deal Benchmarking) and Stage 3 (Scaled Deal Scoring) as the Lead-to-Cash technology stack progresses.

• Own the Commercial Summary One-Pager, the Capacity Prioritization Template, and the broader library of standardized deal-review templates.

• Build a productized library of deal playbooks, pricing recommendations, approval-package templates, Salesforce-native workflow accelerators, and AI-assisted deal-construction tooling.

• Help drive automation / operationalization of deal guardrails in Salesforce moving the team away from queue-based manual approvals where the policy can be embedded in tooling.

• Chair the monthly / quarterly Pricing Inspections as a strategic steering body setting agenda, surfacing deal patterns and pricing analytics and recommendations that should help Commercial Finance to drive list-price calibration and discount-threshold evolution.

• Build structured feedback loops from deal outcomes back into pricing strategy. Translate observed pricing behavior, win/loss patterns, and competitive dynamics into actionable input for Commercial Finance and Sales leadership.

• Serve as the senior commercial subject matter expert in pricing reviews, surfacing deal patterns that warrant list price or discount threshold change.

The team retains the following functions but increasingly delivers them through productized policy and self-serve tooling rather than queue-based approvals:

• ETF (Early Termination Fee) waivers and concession credits

• Channel program and parity support aligned to our new Channel Strategy

• Complex customer negotiations support

• Business-related terms and conditions

• Approvals for GTCs, MCAs, DSAs, and SOs

• Sales enablement and deal structuring

• Pricing agreements (transitioning from Siebel to Salesforce)

• Broader commercial engagement on special programs (Nvidia Fully Managed DGX, Liquid Cooling, Negotiated Price Increases, Power Price Program, Managed Services, Currency Conversion, Capacity Prioritization, JPS Private Offers, Comm Acceleration / GTG)

• Operate as a peer partner to Sales leadership (CRO, Sales SVPs), Commercial Finance, Legal, Operations, Regional Presidents, GTM Strategy & Transformation, and Product. Influence without authority.

• Represent Deal Strategy & Enablement at the Commercial Operations Leadership Team and serve as the deal-cycle voice in the Lead-to-Cash transformation steering.

• Partner closely with Commercial Finance on pricing realization, governance, deal-economics analytics, and drive thought leadership for capacity portfolio optimization.

• Reduction in median days-to-booked (intake to booking).

• Reduction in approver-stage cycle time (Sales SVP, CRO, CFO, Finance, Legal, Regional Presidents).

• Win-rate uplift on enablement-supported deals vs. comparable cohort.

• CAPI throughput, accuracy, and adoption % of in-scope deals scored and used in capacity decisioning.

• Adoption rate of standardized templates (Commercial Summary One-Pager, Capacity Prioritization Template) and productized enablement assets.

• Sales NPS of the Deal Strategy & Enablement function (need to stand up)

• Team engagement and retention through the transition; visible progression in the Deal Manager I / II / III ladder.

• Pricing Committee operating maturity quarterly cadence held, decisions documented, feedback loops into list-price calibration demonstrated.

• Transformational leadership. Demonstrated experience leading a team through a redefinition of mandate and operating model. Track record of taking institutional change from concept to operationalized practice.

• System-design leadership. Designs the operating model, the templates, the governance, and the team structure not just opining on individual deals. Builder, not opinion-giver.

• Cross-functional executive influence. Track record of operating effectively with Finance, Legal, and senior P&L owners (CRO, CFO, Regional Presidents) without formal authority. Earns credibility through outcomes.

• Enablement product mindset. Treats enablement as a product with users, adoption metrics, and a roadmap not as