National Sales Director

About This Role
The National Director, Sales is a senior sales leadership role responsible for the performance, strategy, and growth of Clearwave's net new logo and solution engineering organization. This leader owns the full commercial engine end-to-end: pipeline generation strategy, deal execution quality, forecast accuracy, rep development, and the operating cadence that ties them together.
 
This is a coaching-led, strategy-driven role. The right person operates at two altitudes — close enough to the deals to know exactly where they're stalling and what to do about it, and senior enough to shape the team's go-to-market motion, segmentation, and capacity model over time.

They run a disciplined sales process (MEDDIC or equivalent), set the standard for activity and pipeline rigor, and use data to drive every conversation about commercial health.
 
The motion is consultative and mid-market in complexity — multi-stakeholder, technical discovery required, and a defined sales cycle. This leader owns the execution of that motion, the development of reps who can replicate it, and the systems that make the current team perform at its best.

Why This Role Exists
Clearwave is investing in leadership of its Core segment — the deal motion that drives the majority of net new logo growth. As the business scales, it needs a leader who can bring process rigor, rep accountability, and coaching infrastructure to the Commercial org today, and who can build the team, playbook, and operating model that will support the next stage of growth. The National Director, Sales owns both: turning individual rep effort into a repeatable, forecastable engine, and shaping what that engine looks like 12-24 months out.

How Success Is Measured
 This leader is accountable for team-level revenue outcomes, the process quality that makes those outcomes repeatable, and the health of the commercial operating system that supports them.
 
Metric
What It Measures

Team Bookings (ARR)
Net new ARR closed by the 3-rep Core team

Quota Attainment by Rep
Individual attainment per AE — spread and consistency across the team

Pipeline Coverage Ratio
Sufficient qualified pipeline relative to quarterly bookings target

Stage-to-Stage Conversion
Deal progression velocity through each stage of the sales process

Activity Metrics
Outbound activity, meetings held, demos completed per rep per week

Forecast Accuracy
Weekly commit vs. actual closed — signals pipeline hygiene quality

SE Utilization
SE time allocated to qualified opportunities with appropriate deal size and stage

 
Core Responsibilities
 
 Strategic Leadership & GTM
Own the Core segment go-to-market strategy in partnership with Sales, Marketing, and RevOps leadership — territory design, segmentation, ICP refinement, and capacity planning
Build and evolve the commercial operating model: forecast cadence, deal review structure, pipeline review rigor, and the metrics that drive each
Partner with Marketing on demand generation strategy, message-market fit, and pipeline conversion economics — own the AE side of the funnel end-to-end
Represent the Core sales org in cross-functional leadership forums — product roadmap input, pricing and packaging discussions, GTM planning, and annual planning cycles
Maintain a high-performing team at its current footprint: workforce planning, backfill recruiting, onboarding, and ramp design — protect the bar on every seat
Pipeline Management & Funnel Acceleration
Own team pipeline health — maintain 3x–4x coverage at all times; identify and address gaps before they become missed quarters
Run weekly pipeline reviews with each rep: scrutinize stage accuracy, deal dynamics, next actions, and risk — not just totals
Hold the team to CRM hygiene standards: every active opportunity has a documented close date, next step, follows Clearwave Sales Methodology (akin to MEDDIC), and contact coverage mapped
Actively accelerate deals that are stalling — diagnose the root cause (champion strength, economic buyer access, competitive positioning, timing) and work it with the rep
Own monthly, quarterly, and annual forecasting with transparency and accuracy; present the commit and pipeline health directly to the executive team and represent the Core segment in board-level commercial reviews
 Rep Coaching & Development
Coach reps in the trenches, not from the sidelines — attend calls, join demos, shadow discovery sessions, and debrief in real time
Use MEDDIC (or equivalent structured qualification framework) as the operating language of every deal review; hold reps accountable to understanding their deals, not just updating fields
Identify skill gaps at the individual rep level — call quality, discovery depth, multi-threading, negotiation, champion development — and build targeted coaching plans
Run deal strategy sessions with reps on complex or at-risk opportunities: stakeholder mapping, competitive response, commercial structure, and executive engagement
Develop rep capability in multi-threading: teach them how to build relationships above and beyond the initial contact, engage economic buyers early, and protect deals from single-threaded risk
Maintain consistent 1:1 cadence focused on deal-level coaching, skill development, and pipeline accountability — not status updates
 Activity & Accountability Standards
Define weekly activity standards per rep — outbound touches, meetings booked, demos held, proposals out — and track against them consistently
Build a culture where activity visibility is expected, not punitive; use the data to coach and support, not just enforce
Identify early signals of pipeline degradation or rep performance risk and address proactively — before end-of-quarter scramble
Report team activity and attainment metrics to Sales Leadership on a defined cadence with clear commentary on trend and risk
Solution Engineer Management
Own the Solution Engineering function for the Core & Enterprise segment — manage a dedicated Solution Engineer aligned to the Sales team, with full accountability for deployment model, workload balance, and performance
Define SE engagement criteria: which deal stages, deal sizes, and customer profiles warrant SE involvement; protect SE time from premature or low-probability deals
Partner with SEs on pre-sales technical strategy — ensure they are positioned as solution experts, not just demo runners
Align SE feedback on product gaps, objection patterns, and competitive positioning back to Product and Sales Leadership 
Process & Sales Methodology
Own sales methodology discipline across the Core team — not as a checkbox exercise, but as a genuine qualification and deal-execution framework
Run consistent deal reviews, QBRs, and forecast calls with clear structure and documented outcomes
Identify process breakdowns — handoff friction from BDR, proposal delays, legal bottlenecks — and work cross-functionally to remove them
Own the Core sales playbook end-to-end: what's working, what's not, what to invest in next, and what the team needs to close Core deals more consistently — and partner with Enablement to roll changes into onboarding, ramp, and ongoing rep development
 
What We're Looking For
The ideal candidate came up in a process-driven, high-velocity SaaS sales environment where MEDDIC (or MEDDPICC, SPICED, BANT-plus) was the operating standard — not a training slide. They've already led a sales team beyond the first-line management chair, have direct executive exposure, and know what good looks like at both the deal level and the org level because they've lived both. Healthcare or vertical SaaS experience is a plus.

Experience
7+ years in B2B SaaS sales, with at least 4 years in a front-line management role leading quota-carrying AEs
Proven track record managing a team to a defined bookings target in the $5M–$10M range
Prior experience operating at Director level or above, or a clear track record of having outgrown a senior manager seat — comfortable owning org-level decisions, cross-functional initiatives, and exec-facing forecast and pipeline reviews
Background in a modern SaaS sales environment with a structured methodology (MEDDIC, MEDDPICC, SPICED, Challenger, or equivalent) — and the ability to teach it, not just practice it
Experience managing or collaborating closely with Solution Engineers / Pre-Sales in a complex sales motion
Healthcare IT, healthtech, or vertical SaaS experience is a plus — not a requirement
Skills & Behaviors
Exceptional deal coach: can diagnose exactly why a deal is stalling and give the rep a specific, actionable path forward
Pipeline fluency: reads a funnel like a financial statement — understands what the numbers mean, where the risk is, and what to do about it
Multi-threading mindset: obsessed with account coverage, economic buyer access, and protecting deals from single-threaded risk
Data-driven and accountable: tracks activity metrics without micromanaging, and uses data to have honest performance conversations
Strong CRM discipline: expects clean pipeline hygiene from the team and models it themselves
Collaborative without being passive: works well with Marketing, BDR, SE, and CS — and will push back when the process is broken
Comfortable in a mid-market motion where deals are complex enough to require real discovery and fast enough to require real discipline
Strategic operator: can move between deal-level coaching and org-level planning without losing altitude in either
Executive presence: communicates clearly and credibly with the C-suite, board, and cross-functional peers — and represents Sales' point of view with conviction
Builder, not just operator: has hired, ramped, and scaled teams before — and treats team-building as part of the job, not a distraction from it