Business Development Representative

"As we transition from inbound to outbound, that’s just been me. Only been doing it 1 hour a day. In that 1 hour, we’ve closed 1 new hospital and 1 new system per month." – the CEO

That sentence is the whole business case. This company runs the cardiac telemetry department for hospitals that no longer staff one themselves. It grew 100 percent on inbound interest for two straight years and never needed a salesperson. Since then the CEO has been running outbound himself, one hour a day out of the margins of his calendar, and that one hour closes a new hospital and a new hospital system every month.

Nobody is working the other seven hours. This is the first dedicated sales hire in the company’s history, and it exists to take a proven, validated motion and give it a full-time operator.

The product side is already solved. Hospitals outsource their ICU-grade telemetry to a centralized monitoring center and get higher quality at lower cost. The average lethal rhythm detection rate in the United States is roughly 90 percent. This company runs 99.99. As the CEO put it, "this salesperson is coming in from a business that’s already got the product figured out.

We just got to go to market."

A lot of hospitals are financially underwater right now, and this service is one of the few things a hospital CFO can say yes to that raises quality and cuts cost in the same signature. Every meeting you set is a hospital that gets a chance to hear that.

In your first 12 months, put this company’s outbound motion on a full-time footing and produce enough qualified executive meetings to make one hospital system a month the floor instead of the ceiling.

The target is narrow and already proven. Financial decision makers only: CEO, CFO, COO, or the equivalent title at a smaller facility, which may be an administrator at a state-run hospital or a director of operations elsewhere. The company has tested the middle-management path and it does not work. Financial decision makers take the integrated view. In the CEO’s words, they ask "are you raising our quality, yes or no?

Are you reducing our costs? Yes or no?"

You own two channels, email and phone. Linked In stays with the CEO. The tech stack, the contact data, and the workflow are already built and handed to you on day one.

Set and hold qualified introductory meetings with hospital financial decision makers at a volume that sustains and then exceeds the current run rate of one new hospital and one new hospital system closed per month. You ramp to independent quota by the end of month four, measured by meetings held, not meetings booked.

Own and expand the target account list within your first 30 days. Take over the existing CRM contact set, verify it, and grow coverage of named hospitals and health systems against the financial-decision-maker profile. Measured by named-account coverage and data accuracy at the first monthly pipeline review.

Establish a repeatable daily outbound cadence across phone and email inside your first 60 days, sustained without supervision. Measured by connected conversations per day and by follow-up compliance across multi-week and multi-month sequences.

Convert professional persistence into meeting commitments. Keep prospects engaged through executive assistants, gatekeepers, and long silences, and move them to a held meeting rather than letting them go dark. Measured by the percentage of engaged prospects that convert to a held introductory call.

Keep the CRM clean from day one. Every activity, objection, next step, and follow-up date logged the same day, reviewed at leadership pipeline review. The expectation is that you manage the workflow, not that you build it.

Deliver a documented read on what messaging…