Manager, Mid-Market Sales
Listed on 2026-10-18
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Management
About Hexmodal
Hexmodal builds smart devices and a simple software platform that help facilities teams automate routine compliance testing, monitoring, and documentation. Our technology helps teams spend less time on manual rounds and more time on the maintenance work that keeps buildings operating safely. Today, Hexmodal supports more than 180 health systems across 48 states.
The Role (also the Mission)We are looking for a Manager of Mid-Market Sales to own the performance of our mid-market AE team. Mid-market is the velocity engine of the revenue org and it currently runs on the Director of Revenue's direct coaching, which does not scale as we hire. You will take over the day-to-day management of the team: hiring, ramping, coaching, forecasting, and holding the process.
Your number comes from the team's output rather than from deals you close yourself. We run Triangle Selling and a defined stage process, and you will inherit both, inspect them weekly, and improve them. The role reports to the Director of Revenue and owns the mid-market segment number.
Own the mid-market team number. Deliver segment quota through the reps rather than through personal closing, month over month.
Raise the percentage of reps e reps hitting plan is the primary measure of the job, ahead of total segment attainment.
Hire and ramp. Run the scorecard, fill open seats, and get new reps productive against a ramp plan with milestones you can point at.
Run the coaching cadence without missed weeks: weekly 1:1s, pipeline reviews, call reviews, and a forecast call. Each 1:1 produces a committed action from the rep.
Coach to behavior. Diagnose whether a rep's gap is mindset, activity, or skillset, and coach that axis rather than the outcome. Feedback is anchored to a specific moment in a call, a transcript, or a deal.
Own the methodology. Keep Triangle Selling, stage exit criteria, and the discovery and objection libraries current, and inspect that reps actually run them.
Forecast accurately. Commit a number built from exit criteria and evidence, know your own accuracy, and flag a miss early with a plan attached.
Hold pipeline hygiene across the team. Zero missing tasks in required stages and no stale deals beyond threshold, coached at the rep level rather than reported upward.
Address underperformance early. Name the gap specifically, document it, and either fix it or elevate it rather than carrying it for quarters.
Report patterns up. Weekly read to the Director of Revenue on stage slippage, hygiene drift, and where the team's conversion is breaking.
3+ years managing quota-carrying AEs, ideally in a mid-market or high-velocity segment, with team size and per-rep quota they can quote.
Coaching and rep development. Coaches to behavior rather than to the number, uses call recordings, and can name a rep they turned around and describe exactly what they did.
Methodology and process ownership. Runs one named methodology across the team and inspects it weekly. Has built playbooks, stage exit criteria, or meeting plans.
Team building and hiring. Has hired and ramped reps against a scorecard and a ramp plan, and can describe a bad hire and the lesson taken from it.
Performance management. Names a gap early and specifically, documents it, and has both saved someone and exited someone.
Forecasting and pipeline management. Forecasts off evidence, knows their own historical accuracy, and surfaces a miss before month end.
Sells through the team. Measures themselves on rep output, joins calls to coach rather than to close, and the team produces when they are not in the room.
A quantitative approach. Tracks team activity…
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