Enterprise Sales Development Representative, Camber

• 4 to 6 years in outbound, business development or account development, selling into complex buying committees
• You've owned a named account list as a strategy rather than working a queue, and you can walk through how you decided what to prioritize
• Real cold outbound into senior finance or operations executives, on long cycles, without inbound signal to lean on
• Strong writing. This is the single most important skill in the role, and we'll set a short written exercise
• Comfort with financial language: EBITDA, DSO, cost to collect, contracted dollar
• Fluent with AI tooling as a builder, not just a user. You use it to research, prioritize and draft at scale
• Working knowledge of the modern GTM stack: HubSpot, LinkedIn Sales Navigator, Clay or similar
• Comfortable with a long game. Some of these accounts take six months to open
• We’re very aware of structural inequalities that exist, and recognize that underrepresented minorities are less likely to apply for a role if they don’t think they meet all of the requirements. If that’s you and you’re reading this, we’d like to encourage you to apply regardless

Desirable

• We're hiring an Enterprise SDR to open the largest specialty care operators in the country
• Our enterprise buyers are CFOs, COOs and VPs of revenue cycle at multi-site ABA, physical therapy and ENT groups, most of them private equity backed. They are hard to reach, skeptical of AI vendors, and usually convinced their revenue cycle is already working
• You'll own a short list of named accounts and work them from cold through to a real sales conversation. You decide which accounts get attention, research who actually makes the decision, build the account plan, and find the route in. Marketing runs paid, content, events and intent coverage across the same accounts, so you're not starting from nothing, but the accounts that matter most are the ones that will never raise a hand
• This is not a volume seat and you won't be handed a sequence to run. It an account list, worked properly, with an AE waiting on the other side
• Own a named list of enterprise accounts and decide, with a defensible rationale, which ones get worked and in what order
• Build account plans that stay live: sponsor ownership, site count, payer mix, recent acquisitions, buying committee map, and a specific hypothesis about why this account should care right now
• Multi-thread into buying committees across finance, operations and revenue cycle, and into the private equity firms behind them
• Write outreach that a CFO/COO/CEO reads to the end, and use whatever route actually works for that account: direct outreach, referrals, superconnectors, events, sponsor introductions
• Hold first conversations yourself and carry the account through to a qualified sales conversation with one of our enterprise AEs
• Hand off with enough context that the AE can run the first meeting properly, and stay involved on priority accounts where it helps
• Keep everything in HubSpot, including the human work that usually goes untracked
• Tell marketing what's landing and what's dying, by persona and vertical, and turn what works into something repeatable