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SDRs who range from brand-new reps learning how to cold call to high-performing, tenured reps who need increasingly sophisticated coaching
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Account Executives who depend on the SDR team to create high-quality pipeline and provide feedback on which opportunities ultimately convert
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Sales Leadership to set pipeline expectations, diagnose performance, develop talent, and continuously evolve our go-to-market motion
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Marketing to improve targeting, messaging, campaigns, account selection, and our understanding of which markets and messages are producing results
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Product and other teams across Fulcrum to continually deepen your understanding of what we sell, why customers change, and how our market is evolving
Why this role is different
Sales Development at Fulcrum isn’t about managing a group of people who execute a finished playbook.
We sell into manufacturing businesses that often operate very differently from modern technology companies. Our SDRs may speak with a shop owner who has run the same business for thirty years and has little interest in talking to a software salesperson. Creating a real opportunity requires more than persistence. Reps need to understand how manufacturers operate, ask intelligent questions, handle skepticism, and create enough curiosity that someone is willing to reconsider a system or process they may have used for decades.
At the same time, this is an extremely high-activity outbound environment. The answer can’t be to spend an hour researching every account or write perfectly personalized emails to ten prospects a day. Great SDRs here combine unusually high work capacity with increasingly sophisticated judgment. Building a team capable of both is the job.
That means you can’t lead entirely from a dashboard. You need to stay close enough to the work to understand what’s actually happening—listening to calls, making them yourself, digging into conversion data, testing new approaches, and building what the team needs to get better.
AI is also changing what’s possible. Sales Development leaders can now analyze thousands of calls, work with data, automate processes, build internal tools, create individualized training, and test ideas at a speed that wasn’t possible a few years ago. We want someone who sees that as an opportunity to rethink how a Sales Development organization should operate—not someone who occasionally uses AI to write an email.
The job sits intentionally between two responsibilities: understand the craft deeply enough to know what great looks like, and build a system that makes the entire team better than you could ever be individually.
If you want to inherit a mature Sales Development engine, manage primarily through process, and spend most of your time one level removed from the actual work, this probably won’t be a great fit.
If you like building from incomplete information, competing against a number, getting close to customers, developing people, figuring out why something works, using AI to move faster, and turning what you learn into a better system, it probably will.