Enterprise BDR Leader

Ema is building the world’s leading Agentic AI platform to transform enterprise productivity. We enable organizations to delegate repetitive tasks to Ema, the Universal AI Employee, delivering 10x gains in workforce efficiency across functions. Founded by former executives from Google, Coinbase, Flipkart, and Okta, our team includes engineers from premier tech companies and graduates of Stanford, MIT, UC Berkeley, CMU, and IITs. We are backed by industry-leading investors including Accel, Naspers/Prosus, Section32, and angels like Sheryl Sandberg and Dustin Moskovitz. Headquartered in Silicon Valley with offices in London, Bangalore, and Vancouver, Ema is at the frontier of what Agentic AI can do in production—shipping real systems that run real business processes at scale.

About the role

Many enterprise deals Ema closes start with a BDR earning five minutes with the right person. Our Business Development Representatives run a signal-led, account-based hunting motion against a defined enterprise ICP to book qualified meetings (SQLs) that convert into demos and paid POCs. The motion works: the team has a real playbook, real signal scoring in our tools, and real enterprise logos in the pipeline. What it needs now is a dedicated leader to run it with daily rigor.

As Enterprise BDR Leader, you own the BDR function end-to-end. You will manage a distributed team of Business Development Representatives across the US and India, instill the metrics discipline and coaching cadence that turns activity into qualified pipeline, and rebuild onboarding and enablement so new reps ramp fast and hit quota on schedule. This is a newly created role—the BDR function has been running without a dedicated, full-time manager, and you are the person who changes that. You report into our GTM organization and work closely with our Account Executives, Regional VPs, and Marketing/demand gen to keep the pipeline both full and qualified.

Responsibilities

• The team. Hire, ramp, and manage a distributed team of Business Development Representatives (currently around seven, split across the US and India), including day-to-day coaching, 1:1 cadence, and career development that make a BDR seat a stepping stone into Account Executive or Sales Ops roles, not a dead end. Own headcount planning and partner with recruiting to keep the hiring pipeline full.
• The daily rigor. Run the metrics cadence the function has lacked: daily activity review, weekly SQL and pipeline reviews by account tier, call-recording spot checks, and a clear, fast, fair process for coaching up—or moving on from—reps who don’t improve. Numbers get looked at every day, not once a quarter.
• The motion. Own execution of Ema’s signal-led ABM system—account tiering and fit × intent scoring in Clay, the multichannel outbound sequence across calls, email, and LinkedIn, and the qualification bar that decides what actually counts as a booked SQL. Protect SQL-to-demo conversion: a high SQL count with a slipping conversion rate is your problem to fix, not a number to celebrate.
• Enablement and ramp. Rebuild BDR training into something a new hire can actually use—simplified down to what matters (pitch, objection handling, verified proof points, signal reading)—and run a structured 90-day ramp with clear, gated milestones in place of an outdated, overlong manual nobody finishes.
• Pipeline quality and cross-functional partnership. Close the loop with AEs on SQL quality, work with Marketing/demand gen on signal sources and messaging, and represent the BDR function in pipeline reviews and forecast calls so Sales leadership has an honest, current view of what’s in motion.
• The target account list. Own prioritization and coverage of Ema’s enterprise account universe (1,300+ target accounts and growing)—deciding which accounts get worked, at what intensity, and by whom, so capacity goes to the highest fit-and-intent accounts rather than whoever asks first.

What Success Looks Like

• In 90 Days: Every BDR has a documented account list, a working outbound cadence, and a manager who reviews their numbers weekly.
• A simplified enablement track exists, and new hires certify against it faster than the previous process allowed.
• SQL volume and SQL-to-demo conversion are both visible on a live dashboard and reviewed on a fixed cadence.
• At least one underperforming rep has been coached onto a clear improvement plan or moved on—the team knows accountability is real, not aspirational.
• You’ve built working relationships with the AE team and Regional VPs, and SQL handoff friction has measurably decreased.

Requirements

• 4+ years managing a BDR/SDR team in enterprise B2B SaaS, ideally selling into $1B+ revenue accounts or HR/People buyers, with a track record of hitting team-level pipeline targets.
• You’ve run—or can quickly build—a metrics-driven operating rhythm: daily activity tracking, weekly 1:1s built around call recordings and pipeline numbers, and a fair, fast process for coaching or exiting underperformers.
• Fluency with modern outbound tooling—Clay or a comparable signal/enrichment platform, HubSpot or Salesforce, LinkedIn Sales Navigator, sequencing tools—and the judgment to build process around them rather than around gut feel.
• Comfortable managing a team split across US and India time zones, with the flexibility that requires.
• Hands-on, not just a dashboard-watcher. You’ll listen to calls, rewrite copy, and jump into a live sequence review when the numbers say something’s off.
• Bonus: prior experience selling or managing outbound into HR, People, or Employee Experience buyers, and experience scaling a BDR function from a handful of reps into a structured team.

Location

Remote in the US. Some travel expected for team onsites and sales kickoffs.