This is a remote position.

Why This Role Exists

"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.

The Mission

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. LinkedIn stays with the CEO. The tech stack, the contact data, and the workflow are already built and handed to you on day one.

What You Will Be Measured On

• 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 is landing with hospital financial decision makers by the end of month three, working directly with executive leadership to refine the pitch. Measured by a named set of message changes tested and their effect on meeting conversion.
  

What They Are Looking For

Integrity before resume. In the CEO’s words: "we just need someone who’s a go-getter and high integrity." That came up before experience, before sales background, before anything technical. It is the first filter, not a closing platitude.

Hunter temperament with rejection tolerance. "If you’re a hunter and you love being in control of your own destiny, and dialing for dollars, this role’s for you. If not, it’s going to grind you because you’re going to get tons of rejections." He has done this exact job full-time and he is describing it honestly rather than selling it.

Self-direction inside four walls. "No matter what, you love the company, you love the team, you’re in a room by yourself making phone calls." He says this to every remote hire on purpose. The structure comes from the person, not the room.

Learner over credential. Asked whether the three-years-of-sales line was a hard number, the answer was no: "if this person is straight out of the military and has zero civilian experience, but they’re high integrity and they want to learn, that might be better than someone with 3 years experience."

Entrepreneurial enough to figure things out. "We need that person to be maybe a little bit entrepreneurial and creative and figure things out." Creative about message, sequence, and access. Not creative about who to call. That question is settled and was settled the hard way.

Who You Will Work For

You report to the CEO directly. This is a two-person go-to-market motion, not a pod inside a sales org.

He is a Navy officer who transitioned out of the service into an industrial consulting role, then took over this business three years ago and has run it since. Before he was a CEO, he was a full-time business development rep, and he is honest about liking it: "100 percent of my role was just dialing for dollars, and I like that. I’m an extrovert." He is not going to ask you to do something he has not done for a living.

He leads by building the system and then stepping back. He thinks in funnels and numbers, and he will show you his own, including the ones that did not work. He changes his mind out loud when someone with more expertise pushes on him, and he says so plainly.

"This is just an idea. You guys can shoot it down."

What he values in the people around him: integrity, a work ethic he does not have to supervise, and someone who brings him findings rather than questions.

Why Veterans Succeed Here

If you were a recruiter, a career counselor, or a retention NCO, you have already done this job. You carried a monthly mission, you dialed people who did not ask to hear from you, you worked through gatekeepers, and you stayed on a prospect for months because the number was still due at the end of it. Swap the applicant for a hospital CFO and the motion is identical.

The environment matches too. The target profile is fixed, the playbook exists, the tools are issued, and the daily discipline is yours to hold with nobody watching. That is watch discipline applied to a phone.

The hiring leader is a Navy officer who made this exact transition. Asked what background he pictured in this seat, his answer was "a smart enlisted guy," and his reasoning was the grind. He believes a veteran will out-produce a candidate with three years of civilian sales experience, and he restructured his own hiring process to make that easier to prove.

One honest note before you apply. This is a room-by-yourself job with a high volume of rejection, and the hiring leader named that himself rather than hiding it. If you need a win every day to stay upright, this is not your seat. If you know how to work a list for months and keep dialing, it is.
#LI-BN1

Requirements

Requirements

Minimum qualifications only. The original posting listed a bachelor’s degree and three-plus years of sales experience. The hiring leader relaxed both. They are preferred, not required. Military equivalents are listed because most of this job has already been done in uniform.

• Able to make outbound calls to senior executives and stay on a prospect for weeks or months. Military equivalent: recruiter (Army 79R, Marine Corps 8411, Navy Counselor rating, Air Force 8R000), career counselor, retention NCO, or any billet that carried a monthly mission and a follow-up list.
  

• Able to write outreach that gets a reply from a busy executive. Military equivalent: staff work, taskers, message traffic, award and evaluation writing, anything that had to be read and acted on by someone senior with no time.
  

• Disciplined daily output without supervision. Military equivalent: independent duty, watch bill ownership, recruiting station mission with a monthly number, or any assignment where nobody checked your hours and the number was still due.
  

• Documentation and system discipline. Military equivalent: recruiting management systems, personnel systems, maintenance or watch logs. Same habit, different database.
  

• US work authorization, a workable home office, and availability across US business hours.
  

• Preferred, not required: three-plus years of sales experience, one promotion inside a sales role, bachelor’s degree, healthcare or health-system exposure.
  

Benefits

Compensation and Benefits

60,000 dollars base salary, paid biweekly. Approximately 90,000 dollars on-target earnings in year one, base plus commission. Upside is not capped and performance above target increases total earnings.

The commission is weighted roughly 70 percent toward introductory calls generated rather than closed deals. The CEO was explicit about why: "what we need right now is somebody who’s getting us the intro calls." On-target earnings are guaranteed for approximately the first four months while you ramp, then the variable structure takes over.

Computer and all required technology are provided. The CRM comes populated with contacts on day one, along with Apollo access, AI tooling, and a HubSpot implementation underway. You manage the stack, you do not build it: "they’re not going to be expected to build their own tech stack. We’ll have that for them."

This role is remote anywhere in the United States. Onsite is preferred where it is available but it is not a condition of hire. First preference is the New Jersey headquarters, second preference is the Utah office.