• Build and lead the team. Hire, train and manage a team of 10 to 20 telesales associates and 1 to 2 team leads. Own the induction and certification programme, the daily operating rhythm, performance reviews and the incentive structure, working with HR and Finance.
• Own the funnel end to end. Take accountability for every stage from lead to enrolment: lead contact, appointment booking, slot confirmation, attendance, enrolment and early retention. Identify where customers are lost at each stage and fix the causes.
• Write and maintain the SOPs. Document how the function runs: lead allocation and routing, calling cadence and follow up windows, the recovery process for customers who pay but do not complete the next step, the no show protocol, the closing sequence, escalation paths and handover to the clinical and coaching teams. Keep the SOPs current as the business changes.
• Build the dashboards and reporting. Set up daily, weekly and monthly reporting on funnel conversion, associate productivity, lead source performance and revenue. Work with the data and product teams to get the tracking in place so that the numbers are trusted and available without manual effort.
• Own the sales content and quality. Maintain the call scripts, objection handling bank and approved answers to common customer questions. Run a weekly call audit against a defined quality scorecard and use the findings to retrain the team.
• Protect pricing and compliance. Enforce the approved price list and the discount approval process. This is a regulated health category, so ensure the team stays within approved claims and does not give clinical advice, and that customers who are not clinically suitable are not enrolled.
• Work across teams. Partner with Marketing on lead quality and cost per enrolment, with Product and Engineering on the landing pages, screening flow and checkout, and with the Clinical and Coaching teams on capacity and customer handover. Run structured tests on pitch, pricing communication and follow up cadence, and share the results.
WHAT YOU WILL BE ACCOUNTABLE FOR
Lead to enrolment conversion and monthly enrolment volume. Speed of first contact and speed of closure. Retention of the customers your team enrols. Realised price against list price and adherence to the discount policy. Customer satisfaction with the sales experience, including those who choose not to enrol. Cost per enrolment, owned jointly with Marketing. Targets for each of these will be set with you at the start of every quarter.