Director of Sales Development

INNERGY•Austin, TX

4d•Remote

About The Position

As the Director of Sales Development, you'll set the targets, the operating model, and the standard for the entire XDR org, then build the leadership layer that runs it. The work isn't managing a room full of reps. It's building the people who build the pipeline: hiring, developing, and holding accountable the managers and team leads beneath you, so the function gets stronger whether or not you're in the room. The stakes are straightforward. Leadership builds revenue plans on the number you deliver. That means owning capacity and ramp so pipeline scales in step with company goals, defending a forecast quarter after quarter with no asterisks, and getting Marketing, Sales, and RevOps aligned on what a qualified opportunity actually means. You own the stack and the spend too: pick the tooling and budget that make the team faster, and prove the return. This is a seat for someone who wants to own outcomes, not activity reports. If you've built and scaled a sales development function before, know the difference between a team that's busy and one that's productive, and want your work to show up directly in how INNERGY plans its future, we should talk.

Requirements

6+ years in sales development, including two+ years managing managers or running a multi-team function.
Experience standing up and/or scaling sales development (SDR, BDR, or XDR) across multiple regions teams that consistently hit pipeline targets.
Fluency in funnel economics: pipeline created, conversion rates, and team attainment against targets.
You build a management bench, not just a rep bench; people you developed now lead teams of their own.
Comfort operating alongside executives and owning a number in the room where revenue gets planned.

Nice To Haves

You have scaled a sales-development function through a major growth inflection.
Background in ERP, vertical SaaS, or selling into manufacturing and construction.

Responsibilities

Own the function. Set the strategy, targets, and operating model for the entire sales development org.
Build the leaders. Hire, develop, and hold accountable the managers and team leads beneath you.
Plan the capacity. Own the headcount and ramp model so pipeline scales in step with company goals.
Defend the forecast. Deliver a pipeline number leadership can build revenue plans around, quarter after quarter.
Align the org. Partner with Marketing, Sales, and RevOps on segmentation, routing, and the definition of a qualified opportunity.
Own the stack and the spend. Choose the tooling and budget that make the team more efficient, and prove the return.