Strategic BDR

Auger•Bellevue, WA

12h•Onsite

About The Position

Build at Auger Auger is the autonomous operating system for supply chains. It connects enterprise supply chain systems—ERP, WMS, TMS—into a single data layer, then uses AI to detect problems, evaluate trade-offs, and execute decisions automatically. The platform eliminates the coordination tax: the time and capital lost when disconnected systems force humans to become the integration layer between planning and execution. Actions that previously required days of meetings and manual coordination happen in seconds, within constraints the customer defines. Founded by Dave Clark and backed by $100M from Oak HC/FT. Headquartered in Bellevue, Washington. About the Role At Auger, top of funnel often starts with our founder and executive team. Your job is not to open doors. It's to map what's behind them. Enterprise supply chain deals aren't won with one executive conversation. They're won by navigating VPs, Directors, IT leaders, and operational owners—each with distinct incentives, risks, and definitions of success. You build the internal account map. You identify stakeholders, diagnose where coordination is breaking down, and create the conditions for our technical team to deliver precise value. You report to our Head of Sales in a founder-led organization where your work determines which deals close and why. This is an AE-in-training role without superficial quota pressure. You're learning how eight-figure enterprise deals are built by architecting them.

Requirements

Credible supply chain domain expertise.
Energized by diagnosing complex organizations, not just hitting activity metrics by following a playbook.
Think like a consultant, not a sequence operator.
Understand enterprise sales as a long game.
Know how to add value over months without being transactional or noisy.
Can structure messy information into clear accounts of who matters, what's broken, and why it matters now.
1-2 years of SDR or BDR work, ideally in enterprise software.
Know the difference between surface-level discovery and understanding how decisions actually get made.
Comfortable operating beyond BANT.
Focus on economic impact and power structures, not just budget and authority checkboxes.
Want direct access to how deals are really built.
Here to learn, not to coast.
Trajectory, not just credentials.

Nice To Haves

If you don't check every box but know you belong here, apply anyway.

Responsibilities

Map buying committees within global large enterprise accounts.
Identify champions, economic buyers, technical owners, and blockers.
Understand reporting lines, influence paths, and decision dynamics.
Develop deep account intelligence once a lead is in motion.
Research each enterprise thoroughly—its business model, supply chain footprint, systems landscape, recent earnings calls, org structure, and strategic priorities.
Know the account inside and out so every conversation is informed, specific, and grounded in the customer’s reality.
Conduct targeted discovery conversations to surface supply chain coordination failures.
Translate vague symptoms like "inventory is too high" into concrete system-level issues: SAP not synchronizing with Manhattan WMS, creating multi-day execution lag.
Connect operational pain to economic impact.
Prepare concise dossiers for Auger's technical team before every stakeholder conversation.
Document the politics, risks, and where Auger fits.
Eliminate cold restarts and redundant discovery.
Build relationships at Director and Senior Manager levels.
Create internal alignment before executives engage, so founder-led meetings focus on decisions, not education.
Synthesize fragmented observations into coherent narratives.
Help the team see the deal clearly before it's fully formed.
Run every account with disciplined engagement cadence.
Track interactions, decisions, and open threads with precision.
Always know the next action, the owner, and the objective—and recalibrate the plan as the account evolves.
Use on-site and industry event engagement to deepen relationships, surface stakeholders, and deliberately move accounts forward—turning conversations into momentum and progress down the pipeline.