Head of Sales Development

Our mission is clear and staggeringly important: we're building the manufacturing operating system of the future from the ground up, one that’s engineered to create network effects as we grow. A beautiful, sophisticated quantum leap forward for the most important core industry in the world.

Manufacturing is important. It’s the fundamental industry on which everything else is built. We take it for granted. In 1989, 35% of the entire software industry was manufacturing systems. What was the first massive burst in productivity from technology has stagnated into diminishing returns and increasing complexity. We can only continue to add complexity for so much longer until the whole system collapses.

"Any intelligent fool can make things bigger and more complex. It takes a touch of genius and a lot of courage to move in the opposite direction." - Albert Einstein

• You can actually do the job you’re asking other people to do. You’re comfortable picking up the phone, cold calling prospects, testing messaging yourself, and learning directly from the market
• You’re an exceptional coach because you can diagnose why someone is struggling—not simply tell them to make more calls or follow the script more closely
• You understand the numbers deeply. You know where the team is relative to target, why performance is above or below plan, where the funnel is breaking, and what needs to change
• You’re a builder. When a process, dashboard, training program, hiring motion, territory model, or playbook doesn’t exist, your instinct is to create a useful version quickly and improve it from there
• You actively use AI to make yourself more capable and productive, and you’re excited by how quickly these tools are expanding what you can build, analyze, automate, and solve
• You move quickly and experiment constantly. You develop hypotheses, test messaging and tactics, measure what happens, and would rather learn from a thoughtful V1 today than spend three weeks designing the perfect solution
• You have high standards and are comfortable giving clear, direct feedback. You care about people, but you don’t confuse being supportive with avoiding difficult conversations
• You have enough confidence to lead without needing to always have the answer. You’re comfortable being wrong, bombing a call in front of the team, changing your mind, and learning from someone who is better than you at something
• You’re competitive, resilient, and accountable. You care intensely about results, can absorb rejection and bad weeks without losing momentum, and take ownership of outcomes rather than waiting for someone else to tell you what to do next

You’ll own Sales Development at Fulcrum, with responsibility for building a team and operating system capable of creating a significant portion of our new‑business pipeline. This is not a traditional SDR management role where you inherit a mature playbook, monitor activity, run 1:1s, and make sure everyone follows the process. Fulcrum’s SDR motion is unusually demanding. Our team primarily cold calls manufacturers, often speaking with owners and operational leaders who have spent decades in the industry.

Reps need to sustain very high activity while also becoming capable of having sophisticated conversations about how these businesses operate. Your job is to figure out how to systematically produce both. You’ll be expected to understand the work firsthand, coach individuals based on what is actually limiting them, know the business through its numbers, hire great people, and continuously improve the system around them.

• Own the SDR pipeline target and understand performance across the funnel—from activity and conversations through meetings and qualified pipeline—so you always know where the team is relative to plan and what needs to change
• Cold call alongside the team regularly, particularly while learning the market, testing messaging, developing new plays, and understanding what prospects are actually saying
• Develop deep expertise in Fulcrum’s customer, product, positioning, competitive environment, and the operational problems manufacturers face
• Coach SDRs individually by diagnosing what is…