Sales Manager

** This is a HYBRID position based in the Atlanta, Georgia Metro Area**

Cerbo Opti Mantra is a high-growth healthcare SaaS company doing our part in the medical market to support holistic lifestyles and personalized medicine. Our software is purpose built for functional, integrative, direct primary care (DPC), and concierge medicine practices that are actively changing how healthcare is delivered. With our recent merger, Cerbo Opti Mantra has become one of the leading platforms in this rapidly growing market.

Our customers are redefining the patient experience, and Cerbo Opti Mantra exists to give them the technology foundation to grow, scale, and deliver better care.

This is a front‑line sales leadership role for a proven producer who has moved from winning deals personally to making other sellers win. It is not an administrative seat. The Sales Manager owns a new business number and builds the system that delivers it.

The role leads quota‑carrying sellers running a high‑velocity SMB motion, where volume, speed to first response, and qualification discipline decide the month. Deal profiles range from fast‑moving cash‑pay wellness and integrative practices to more considered DPC and concierge cycles that involve displacing an incumbent EHR and selling to a practitioner owner who is the buyer, the champion, and the person who lives with the migration.

The Sales Manager builds and coaches the playbook across that full range.

The standard is set before the quarter starts rather than explained after it closes. This role works in the calls, the pipeline, and the CRM data, catching a stall weeks before it reaches the forecast. It runs deliberate experiments: a segment worth testing, a message worth trying, a stage worth tightening. There is always a lever being pulled and a stated expectation for what it will move.

Cerbo Opti Mantra expects its sales leaders to serve the floor, not sit above it.

The team's success is the measure. Recognition flows to the reps. Accountability for results stops with the manager.

Obstacles are the manager's problem. Bad data, a broken handoff, a missing piece of collateral, a pricing question nobody will answer. This role clears the path rather than asking reps to work around it.

Coaching is the primary output. Time goes to developing sellers, not to reporting on them.

Status quo is not an answer. A flat conversion rate, an underperforming segment, or a process everyone tolerates because it has always worked that way are all treated as problems with owners and deadlines.

Candor with care. High standards are held directly and privately, without theater, and with genuine investment in the person clearing them.

The number.

Team new business quota, pipeline coverage, and a forecast leadership can plan against.

Live deal coaching. Call and demo reviews, deal inspection, and in-the-moment help on qualification, multi-threading, objection handling, negotiation, and closing.

Skill transfer. Turning what works into something teachable and repeatable rather than something only one person can execute.

Pipeline generation. Setting and enforcing prospecting standards so the team builds its own pipeline, in partnership with SDRs and marketing on targeting and messaging.

Diagnosis and change. Using CRM data, call recordings, and conversion metrics to separate a skill problem from a targeting problem from a process problem, then fixing the right one and measuring the result.

Hiring and ramp. Recruiting, interviewing, and onboarding sellers, with a bias toward shortening time‑to first close.

Data discipline. Accurate pipeline and activity data in the CRM, with stage definitions, next steps, and close dates that mean something.

Growth levers beyond…