We have people who call our customers’ leads and book their onsite appointments. You’d run it, hire into it, make it good. You’d also own quote follow-up, which is where deals die quietly.
2. Making our customers better at selling. The bigger one.
We have contractors closing at wildly different rates on identical leads. Some of that is territory. Most of it is that some are good in a living room and some aren’t, and nobody has ever told them what good looks like.
You’d build the playbook. The specifics. What you do in the first ninety seconds, how you handle the walkthrough, when you present the number, how you follow up. Then it becomes non-negotiable for every customer on the platform.
If you’ve ever thought “I could double this company’s close rate if they’d just do what I say,” that’s the job, except across hundreds of companies at once.
You’ve spent your career making one company good at selling. This is the same skill applied to hundreds of them, with real money and software behind it.
And you’re building it from scratch. Nothing to inherit or defend. What you build is what we run.
Me, mostly. I’m Bishop, I run Customer Operations here.
To be straight about what that means: I give a lot of feedback and it’s direct. It won’t be softened and it isn’t personal. If I’m spending time on your feedback it’s because I think you can be much better.
I’d expect you to push back on me. I change my mind when the argument is good, and I’ve done it several times this month.
What I want out of this is someone who knows something I don’t and can teach it to hundreds of companies at once. I’ve built the Call 1 playbook, the qualification criteria, the escalation process. I have no idea what happens in a living room after we book the appointment, and that’s the part that decides whether any of this works.
You’d be the person who knows that.