Senior Director of Sales Performance Optimization, Included Health

• 7+ years of sales experience of sales leadership or sales operations experience
• Demonstrable track record of successfully leading key focus initiatives
• Strong project management skills
• Strong relationship building ability with the ability to thrive in a matrix environment
• Strong track record of consistently meeting / exceeding performance expectations
• Experience successfully working with complex products / services with long sales cycles
• Prompt and regular attendance at assigned work location
• Capability to remain seated in a stationary position for prolonged periods
• Eye-hand coordination and manual dexterity to operate keyboard, computer and other office-related equipment
• No heavy lifting is expected, though occasional exertion of about 20 lbs of force (e.g., lifting a computer/laptop) may be required
• Capability to work with leadership, employees, and members in an appropriate manner

Desirable

• As a Sr. Director, Sales Process Optimization, you will be responsible for bringing your expertise to the position and finding new ways to drive scale
• While we have a solid foundation in place today for our sales motion, there are some key areas where there are always opportunities to continuously improve
• To be successful in this role, you will need to prioritize what matters most, take an interactive approach to improvement, and have strong cross functional partnerships that will help you accomplish the identified tasks and focus initiatives
• You will work side by side with the SVP of Sales to develop and execute against the national strategy. Some of those key focus areas are as follows
• Working with the Director of Marketing and the Sr. Director of GTM Enablement, there is a strategic imperative for us to align on best on best practices for each step of the sales process. We will build a playbook for each step of the sales process that will assist in improving our advancement ratios and overall win rates
• Following through with the marketing and enablement teams, we will need to establish an effective training rollout for the Best-in-Class Playbook. This should often include knowledge checks, defined role play exercises, and a certification process
• Working with the AGM team, product marketing, and enablement - you will be responsible for an effective roll out process to both the Sales teams. You will also work with our GTM Operations team to make sure we have the right infrastructure in place, including ensuring product SKUs are established
• You will also work with our Finance / Deal Desk team to understand the pricing models for new products, and strategize on how we can best position these products with both active and new clients
• Working with the Director of Reporting and Analytics, continue to develop and refine reporting packages that improve our ability to hold the team accountable to KPIs, while also providing strategic insights that inform how we can adjust our strategy and focus most effectively
• Establishing a workgroup that includes top performing Sales RVPs, Solutions Consultants, Marketing leads, Clinical leads, Care Team leads, and Consultant Relations that will focus on how we can improve our team-based selling approach. This includes a more defined approach to our meeting preparation process as well and how we can uplevel cross functional team members that are engaging in active opportunities
• Working with the Director of Proposals to continually optimize our approach to RFP in a way that will allow us to better support current and future volume requirements. This will include a better focus on which RFPs we should not engage in, when and how the Sales team should engage more in the process, and where we have the opportunity to work through active RFP evaluations more effectively
• Working with the Sr. Manager of Client Analytics to identify new ways we can bring company specific data into the sales process with new logo prospects in an effort to increase interest and urgency to move through a formal evaluation process
• Working with the Sr. Director of Consultant Relations and the Director of Broker Relations to establish more clear direction and accountability for how the Sales and Consultant team can work most effectively together to increase Centers of Influence awareness of our solutions, as well as increase our level of preference with the consultants that already engage with us today
• Working with the Policy and Governance Manager to establish and document improves rules of engagement for how the Health Plan and Enterprise teams can work most effectively together. This could include revised account ownership and process, and incentives
• Align with the GM, GTM Operations, and Health Plan teams as a thought leader in how we can best take action on a sell-through strategy where there is a significant return of time and effort invested. This will include more formally establishing our approach to working with the sales teams and account managers within the Health Plans, and a more defined approach as it pertains to the mid market versus national accounts space