Manager, Mid-Market Sales

Hexmodal Technologies•New York City, NY

About The Position

Hexmodal is seeking a Manager of Mid-Market Sales to own the performance and results of its mid-market account executive team. The role takes over the team’s day-to-day management as the company grows, including hiring, ramping, coaching, forecasting, and enforcing sales processes. The manager is accountable for the segment’s results through the team’s output rather than through personal deal closing, and reports to the Director of Revenue. The manager will lead a team that uses Triangle Selling and a defined sales-stage process, inspecting and improving both. Success is measured primarily by increasing the share of representatives who meet quota, alongside delivering the segment quota. The role includes maintaining coaching and operating cadences, developing representatives, managing performance, maintaining pipeline discipline, and communicating team patterns and risks to the Director of Revenue. Hexmodal builds smart devices and a software platform that help facilities teams automate compliance testing, monitoring, and documentation. Its technology supports more than 180 health systems across 48 states. The company describes its culture as valuing simplicity, accountability, curiosity, respect, and meaningful ownership of results.

Requirements

At least 3 years of experience managing quota-carrying account executives, ideally in a mid-market or high-velocity segment.
Ability to describe managed team size and per-representative quota.
Demonstrated coaching and representative development, including using call recordings and behavior-based feedback.
Experience owning a named sales methodology and inspecting its use regularly.
Experience building playbooks, stage exit criteria, or meeting plans.
Experience hiring and ramping representatives using a scorecard and ramp plan.
Performance-management experience, including documenting performance gaps and both helping an employee improve and exiting an employee.
Experience forecasting based on evidence, knowing historical forecast accuracy, and surfacing potential misses before month end.
Experience measuring success through representative output and building a team that performs without the manager present.
Quantitative approach to tracking team activity and stage conversion and using data to guide coaching.
Composure when handling pushback, concise communication, and plain-language communication.
Ability to manage upward and work autonomously by bringing a point of view and plan, escalating with options, and owning outcomes.
Proven high performance in a startup environment and comfort building playbook components that do not yet exist.

Nice To Haves

Previously carried an account executive quota in facilities, healthcare, or another physical-product sales environment.
Familiarity with the healthcare industry and facilities management.
Familiarity with Triangle Selling or a comparable structured coaching standard.
Experience running structured call reviews, film sessions, or enablement programs.
Experience starting a sales segment or team from the ground up.
Familiarity with CRM and BI tools such as Odoo, HubSpot, Salesforce, or Metabase, or equivalents.

Responsibilities

Own the mid-market team’s segment quota and deliver results through representatives rather than personal deal closing.
Increase the percentage of representatives achieving quota.
Hire representatives, fill open positions, and ramp new hires against a milestone-based plan.
Run weekly one-on-ones, pipeline reviews, call reviews, and forecast calls; ensure each one-on-one results in a committed action from the representative.
Coach representatives to address mindset, activity, or skill gaps, anchoring feedback to specific calls, transcripts, or deals.
Maintain and improve Triangle Selling, sales-stage exit criteria, and discovery and objection libraries; inspect representatives’ use of them.
Build forecasts from stage exit criteria and supporting evidence, track forecast accuracy, and flag potential misses early with an associated plan.
Maintain pipeline hygiene, including required-stage task completion and timely handling of stale deals; coach gaps at the representative level.
Address underperformance early by identifying and documenting specific gaps, then correcting them or escalating as appropriate.
Report weekly to the Director of Revenue on stage slippage, pipeline hygiene trends, and breakdowns in team conversion.
Use team activity and stage-conversion data to prioritize coaching.
Join sales calls to coach representatives rather than to close deals.