Manager, Mid-Market Sales

Hexmodal Technologies Inc•New York, NY

About The Position

We are looking for a Manager of Mid-Market Sales to own the performance of our mid-market AE team. Mid-market is the velocity engine of the revenue org and it currently runs on the Director of Revenue's direct coaching, which does not scale as we hire. You will take over the day-to-day management of the team: hiring, ramping, coaching, forecasting, and holding the process. Your number comes from the team's output rather than from deals you close yourself. We run Triangle Selling and a defined stage process, and you will inherit both, inspect them weekly, and improve them. The role reports to the Director of Revenue and owns the mid-market segment number.

Requirements

3+ years managing quota-carrying AEs, ideally in a mid-market or high-velocity segment, with team size and per-rep quota they can quote.
Coaching and rep development. Coaches to behavior rather than to the number, uses call recordings, and can name a rep they turned around and describe exactly what they did.
Methodology and process ownership. Runs one named methodology across the team and inspects it weekly. Has built playbooks, stage exit criteria, or meeting plans.
Team building and hiring. Has hired and ramped reps against a scorecard and a ramp plan, and can describe a bad hire and the lesson taken from it.
Performance management. Names a gap early and specifically, documents it, and has both saved someone and exited someone.
Forecasting and pipeline management. Forecasts off evidence, knows their own historical accuracy, and surfaces a miss before month end.
Sells through the team. Measures themselves on rep output, joins calls to coach rather than to close, and the team produces when they are not in the room.
A quantitative approach. Tracks team activity and stage conversion, and uses that data to decide where to spend coaching time.
Composure and conciseness. Handles pushback without getting defensive. Plain language.
Managing up and autonomy. Brings a point of view and a plan, escalates with options, owns the outcome.
Proven high performer in a startup environment, comfortable building the parts of the playbook that do not exist yet.

Nice To Haves

Carried a quota as an AE in facilities, healthcare, or another physical-product sale before managing.
Familiarity with the healthcare industry and facilities management.
Familiarity with Triangle Selling, or with a comparable structured coaching standard.
Experience running structured call reviews, film sessions, or enablement programs.
Has stood up a segment or a team from a standing start rather than inheriting a running one.
Familiarity with CRM and BI tooling (Odoo, HubSpot, Salesforce, Metabase, or equivalent).

Responsibilities

Own the mid-market team number. Deliver segment quota through the reps rather than through personal closing, month over month.
Raise the percentage of reps at quota. More reps hitting plan is the primary measure of the job, ahead of total segment attainment.
Hire and ramp. Run the scorecard, fill open seats, and get new reps productive against a ramp plan with milestones you can point at.
Run the coaching cadence without missed weeks: weekly 1:1s, pipeline reviews, call reviews, and a forecast call. Each 1:1 produces a committed action from the rep.
Coach to behavior. Diagnose whether a rep's gap is mindset, activity, or skillset, and coach that axis rather than the outcome. Feedback is anchored to a specific moment in a call, a transcript, or a deal.
Own the methodology. Keep Triangle Selling, stage exit criteria, and the discovery and objection libraries current, and inspect that reps actually run them.
Forecast accurately. Commit a number built from exit criteria and evidence, know your own accuracy, and flag a miss early with a plan attached.
Hold pipeline hygiene across the team. Zero missing tasks in required stages and no stale deals beyond threshold, coached at the rep level rather than reported upward.
Address underperformance early. Name the gap specifically, document it, and either fix it or escalate it rather than carrying it for quarters.
Report patterns up. Weekly read to the Director of Revenue on stage slippage, hygiene drift, and where the team's conversion is breaking.