Sales Manager, Instrumentl

• 3+ years managing quota-carrying AEs in B2B SaaS, including experience with fast cycles
• Experience managing at least eight reps at once, and evidence you improved a team you didn't hire
• Real coaching range. You can develop a rep who needs discovery fundamentals and a rep who needs help running a multi-stakeholder deal
• Comfort managing inbound conversion and outbound prospecting at the same time
• A specific number you moved, with the before and after
• Track record implementing a sales methodology, not just being trained in one
• Operational discipline. Accurate forecasting, clean CRM practice, and the willingness to enforce both
• Thoughtful about AI in sales. You've used it in your own work and can say where it helped and where it didn't
• Fluency in HubSpot, including building your own reports
• High standards you apply consistently, including to yourself

Desirable

• Our customers are mostly nonprofits buying grant software for the first time. Deals move fast, most close within a few weeks, and the decision usually involves one or two people on their side
• You'd step into a team that's already producing. Experience ranges from AEs who have sold through two product launches and are ready for larger, more consultative deals to newer sellers with strong instincts and plenty of headroom. Coaching across that range is the best part of this job. At our deal volume, moving one rep's close rate a few points shows up in the number quickly
• The team runs both motions. Inbound is the larger share today and carries real volume. We're also asking AEs to prospect into their own accounts, partnering with our SDR team, because the full lifecycle product opens conversations that don't start with a form fill. You'd coach both skillsets and hold a consistent bar across them
• That full lifecycle motion is where a lot of the upside sits. Many existing customers bought grant discovery and haven't moved up yet, and the expanded product sells for roughly twice as much. The conversation is different from the first sale. It involves finance, program staff, and how an organization actually runs its grant calendar, which makes it the highest-value thing you can build with this team
• You’ll hold a high bar on operational rigor. Clean pipeline, accurate forecasts, deal notes someone else can read, and reviews that change what a rep does next
• We're also serious about using AI well. We want reps who get more done and prepare better because of it. We don't want reps who sound generated. Having judgment about that difference matters more to us than having used any particular tool
• Lead and uplevel a team of 6-8 Account Executives across a real spread of experience levels, with a development plan per rep rather than one program for everyone
• Coach both inbound conversion and outbound prospecting, and hold the same quality bar in each
• Own the operating metrics: speed to lead, demo show rate, close rate, average selling price, discount discipline, annual versus monthly mix
• Raise call quality using Gong and Granola. Scorecards, a call library, weekly practice, and specific work on the moments in a demo where deals stall
• Drive the full lifecycle motion into a base that bought a narrower product, including the multi-stakeholder conversations that come with it
• Partner with the VP of Sales and Enablement to implement and reinforce a shared sales methodology, and to certify reps against it
• Set the standard for operational hygiene: forecast accuracy, pipeline that reflects reality, and HubSpot data your peers can trust
• Bring judgment to how we scale with AI, including where our internal tooling helps a rep and where it gets in the way
• Partner with Marketing on lead quality and channel feedback, and with RevOps on routing, capacity modeling, and territory logic
• Set escalation criteria with the Mid-Market and Enterprise team so upmarket deals get routed early
• Hire and ramp as the team grows, and own the onboarding path that gets a new rep productive