Mid-Market Sales Transformation and Growth Lead"Mid-Market Sales
Listed on 2026-07-13
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Business
Corporate Strategy, Business Analyst, Change Management -
Management
Corporate Strategy, Business Analyst, Change Management
Overview
The Mid-Market Sales Transformation and Growth Lead role reports to the VP of Mid-Market Sales and is a senior individual contributor position that sits at the intersection of strategy, execution, and leadership. This force-multiplier role is for a high-judgment operator who can think like an executive, build with velocity, and manage the complexity of a fast-moving sales organization. You will be embedded in the VP’s office, working side-by-side to drive the business rhythm, lead strategic initiatives, and ensure the team operates with clarity and speed.
You will have responsibility for sensitive information, executive relationships, and key decisions.
The person in this role will join at a formative moment when the infrastructure is being built and playbooks are still being written. If you want to leave fingerprints on how a team operates, this is the moment.
ResponsibilitiesWhat You Will Own
Rhythm of the Business- Design and run the full operating cadence for the Mid-Market Sales organization – QBRs, monthly business reviews, weekly team syncs, pipeline reviews, and leadership team forums.
- Own the preparation, packaging, and follow-through for every recurring leadership meeting: pre-reads, agendas, decision logs, and action tracking.
- Ensure the team never walks into a room underprepared – surface the right data, context, and questions before critical discussions.
- Track open decisions and commitments; close the loop so nothing falls through.
- Develop replicable, scalable processes and standard operating procedures that enable consistency and velocity as the team grows.
- Lead cross-functional projects that require coordination across Sales, Product, Finance, Marketing, and Operations, from scoping through execution.
- Drive high-priority initiatives identified by the VP, often before a formal owner is assigned; bring structure, momentum, and accountability.
- Build executive-ready materials: strategy decks, business cases, executive-level narratives, and stakeholder briefings.
- Synthesize information from multiple sources into a coherent point of view – share what’s happening, why it matters, and what we should do about it.
- Serve as a thought partner and sounding board for the VP – helping pressure-test decisions, stress-test narratives, and think through implications before they become problems.
- Represent the VP in cross-functional forums, staff meetings, and working groups when needed; carry decisions back with clarity.
- Manage the VP’s strategic focus – help prioritize what deserves the VP’s time versus what can be delegated, deflected, or resolved independently.
- Draft executive communications: team announcements, all-hands talk tracks, senior stakeholder updates, and leadership messaging.
- Partner with Sales Leadership, Sales Operations, and Enablement to translate field learnings into structured plays and execution guides that can be rolled out across the organization.
- Act as the connective tissue across the Sales Leadership team – Directors, AEs, BDRs, SEs, and Renewal Consultants – ensuring alignment and information flow.
- Identify organizational blockers before they escalated; bring solutions, not just problems.
- Support onboarding and integration of new leaders and team members into the operating model.
- Monitor team pulse, flag risks to the VP proactively, and help drive a culture of accountability and execution.
- Serve as a champion for organizational change: navigate ambiguity, build consensus, and drive adoption of new systems, processes, and ways of working across a fast-scaling team.
- Lead the communication and change management strategy for major initiatives – ensuring new plays, tools, and operating model updates land clearly and stick at the field level.
Who You Are
You have done this – or something close to it – before. You have worked inside a fast-moving sales or GTM organization and know what it looks like when a team has good rhythm versus when it is flying blind. You are comfortable being the person behind the scenes who makes everyone else more effective, and you take as much…
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