The Market
Choose the country and defend the choice: a credible path to scale, a named executive sponsor, infrastructure that can carry the system, and a budget source that exists rather than one you hope to find.
Country Manager: Own a Country, Not a Quota
One role, in one country you pick and then have to be right about, from the first ministry meeting to a live deployment. It reports to the CEO, it has no direct reports, and the upside is commission-led and uncapped.
The Role
One Country, Owned End to End
IREX sells AI video analytics to governments: national and municipal police, ministries of interior and transport, metro and rail operators, airports, ports and border authorities. The platform is in production in eight countries on more than 250,000 cameras. Opening a new one is not a quarter of prospecting. It is roughly twelve to twenty-four months of assembling a local partner, an executive sponsor willing to take a public position, and a budget that actually exists, followed by years of expansion once the first framework is signed.
You would own that country. Not a territory handed to you with a number attached, but a market you chose, argued for, and then have to be right about. You pick it. You find the partner. You get into the rooms. You run the tender. And when the contract is signed you do not hand it over: you stay accountable through site surveys, capacity planning and go-live, because the deployment you leave behind is the reference the next country will ask to see.
The hard part is rarely the selling. It is translation. A police chief states the problem operationally, a CIO states it as architecture, a procurement officer states it as clauses, and none of them states it as a configuration of analytics modules on a defined camera estate. Doing that conversion accurately, in three registers on the same day, is the job.
The Mandate
What You Would Own
The Coalition
The local partner, the system integrator, the advisors with genuine access. Most of these markets cannot be entered alone, and assembling that coalition on defensible terms is the first real test of the role.
The Procurement
RFIs, RFPs and formal tenders, framework agreements, and the multi-year budget cycle an opportunity has to attach itself to in order to survive a change of administration.
The Translation
Convert an agency’s actual problem into a configuration of the platform, then explain that same answer to a minister, a CIO and a procurement officer without losing either of them.
The Economics
Deal structure, partner margin, commercial model, and a forecast you personally stand behind. You will be the one who has to explain a slipped quarter, so you should be the one who called it.
The Delivery
Supervision through the whole lifecycle: surveys, capacity modeling, integration, go-live and the first operational review. Selling a program you then walk away from is not a job we have.
How We Work
AI-Native, Not AI-Curious
This is not a line about enthusiasm for new tools. It changes what the job is, how it is staffed, and what we will ask you in the interview.
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A Knowledge Base an Agent Can Read
What IREX knows is written down: playbooks, product facts, compliance positions, past bids, commercial policy. It lives in a version-controlled knowledge base built to be read by an AI agent rather than buried in a shared drive. You will work against it with Claude, ChatGPT and Cursor from your first week, and you are expected to add to it as you learn the market.
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Agents Before Headcount
Market research, qualification, proposal drafting, tender response, follow-up cadence: we expect you to build these as agent workflows you own and improve, not as a request for another person. When you do argue for headcount, the argument should be that the work genuinely cannot be delegated to a machine.
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The Whole Chain, Not Your Slice
You cannot put AI into a process you do not understand. Knowing how a ministry budget is actually formed, what your executive sponsor is risking politically, and what our engineers will have to build is the work itself, not background reading for it.
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Fail Fast, and Say So
Try it, find out quickly, report what happened. IREX publishes its own limitations, including where bias exists and where it lacks a certification, so a habit of quietly burying an approach that did not work would not survive contact with how we talk to customers.
The Profile
What We Look For
- Entrepreneurial spirit, and preferably some scar tissue. Many of the strongest people in AI today have founded something, and often it did not work out. A company that failed is an argument in your favor here, not a gap to explain away.
- A founder’s mentality about the result. Not activity, not pipeline hygiene, but a clear answer to what you personally changed. If you cannot say how your work moved the outcome, the market will eventually decide you were a process rather than a person.
- B2G or complex enterprise sales. Tenders and framework agreements, multi-layered relationships across an institution, how a ministry actually decides, and the patience for a cycle measured in quarters rather than weeks.
- An address book you bring with you. Existing relationships in the market you choose are the single largest accelerator on this role, and we will ask about them specifically and in detail.
- Willingness to do things you have not done before. You may write a bid, scope a network, argue a data-protection position and build an agent workflow in the same week, learning most of it as you go.
- Desirable: an engineering or scientific degree. Our CEO began his career as an engineer and it shows in how these programs get scoped. Being able to read the architecture yourself makes you faster at everything above.
The Filter
Do Not Apply If
We would rather you close this page now than both of us find out in month four. Three profiles do not work in this role. We would rather be blunt and lose a few good candidates than be vague and hire the wrong one.
You Have Advised, but Never Owned
Consulting rewards producing a recommendation and moving on before anyone learns whether it was right. Steve Jobs made this criticism of consultants decades ago and it has not aged: without ownership, you never live with the consequences of your own advice. Every decision on this role has a consequence you will personally still be carrying two years later, in a market where everyone knows everyone.
You Wait for the Signal
The corporate model rewards caution: wait for your manager, avoid the visible mistake, spread the blame when one happens anyway. We take the opposite position. In a moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst by a wide margin is nothing at all. A wrong call made quickly is usually recoverable. Six weeks spent waiting for permission is not, because the tender closed.
You Manage People Rather Than Do the Work
This role has no direct reports, and that is deliberate rather than a stage it grows out of. If your value is coordinating other people's output, be aware that agents now absorb a large part of that work, and we would rather hire the person who directs them. We want an operator who can research the market, draft the bid, build the commercial model and run the meeting, and whose instinct when the workload grows is to reach for another agent before reaching for another hire.
The Terms
The Deal, Plainly
- Reports To
- The CEO, directly. There is no layer in between and none planned.
- Direct Reports
- None, by design. Pre-sales and delivery engineering sit behind you. Agents sit in front of you.
- Compensation
- Commission-led and uncapped on what you close. Equity is negotiable for the right person. Figures belong in a conversation, not on a web page.
- Location
- The country you make the case for. IREX is distributed by default, with leadership in the United States, Andorra and the UAE and delivery teams across Latin America and Europe.
- Travel
- Frequent, and in person. Public-sector trust is not built over video calls.
- Client Screening
- IREX runs background checks on prospective clients and declines parties it judges high-risk on data collection and security. You will not be asked to chase a customer the company would not defend.
FAQ
Which countries qualify?
Any market you can argue for. We screen it on four things: a credible path to scale within roughly two years, a named executive sponsor at minister, mayor, chief or director-general level who will take a public position, infrastructure that can carry the system or a funded plan to get there, and an identified budget source rather than an intention to look for one. Miss more than one and the market is hard to justify.
What happens if the country I propose does not pass the screen?
We tell you exactly what was missing, and you either make the case again or choose another market. Running that screen honestly is part of the job rather than a gate placed in front of it, and a candidate who talks themselves out of a weak market has already demonstrated something useful.
Who would I report to?
Calvin Yadav, Co-Founder and CEO, directly. The full team is on the Leadership and Team page.
Do I need to know video analytics before I start?
No, but you need to be able to learn it quickly and in the open. The stack is entirely open source and the product documentation is public, so there is nothing preventing you from starting before you are hired. Candidates who have are easy to spot.
How do I apply?
Use the contact form, which opens with the enquiry type already set to Careers. In the message, name the country you would take and why it passes the four tests above, and say how you would open it. Two paragraphs of that are worth more to us than a four-page CV. Include a link to your CV or profile in the same message.
Tell Us Which Country, and Why
Open the contact form and make the case in the message. We are far more interested in the market you would take and how you would open it than in a list of former employers.