Inside Sales Rep for Real Estate Acquisitions - $80K-$100K First-Year Earnings
for section headings. Use - for any list of duties/requirements/benefits. Use
for prose.
We need to include sections only when posting has real specific content. So we can have sections: About the Company, Why This Role Exists, Critical Accountabilities, What Success Looks Like, You'll Thrive Here If, You Will Not Thrive Here If, Requirements, Compensation, Schedule, Location/Hybrid (maybe combine location and schedule). Benefits: we have $500/month taxable stipend for health/wellness care. That's a benefit. Also maybe other benefits not mentioned. So we can include Benefits section with that stipend.
Pay section: we have compensation details; could be under Compensation. The instruction says use Pay section only if posting actually states them. It does state compensation, so we can have a Compensation section (or Pay). They said use
for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). So we can use Pay for compensation details. But we also have Benefits separate. We'll include Pay and Benefits.
Schedule: we have schedule details.
Location: not a heading in list but we can include location in a short paragraph maybe under About the Company or separate. Not required to have a heading for location; we can embed in a paragraph.
We must not create sections with filler text. Ensure each heading has substantive content.
Let's extract content:
About the Company: paragraph about company.
Why This Role Exists: paragraph about two-phase role.
Critical Accountabilities: list of bullet points (Convert Seller Conversations..., Turn Long-Term Follow-Up..., Run a Pipeline..., Earn Acquisition Readiness..., Convert Qualified Opportunities Into Signed Contracts After Promotion). Those are duties.
What Success Looks Like: detailed KPIs for first 30, 31-60, 61-90 days, Months 4-6, Phase 2. Could be presented as prose or list. We'll use - for each bullet maybe grouping.
You'll Thrive Here If: list of bullet points.
You Will Not Thrive Here If: list of bullet points.
Requirements: paragraph about experience not required, evidence of trust building etc. It cuts off but we have enough: "Prior real estate experience is not required, and the company does not require a minimum number of years in a similar role. We care more about evidence that you can build trust quickly, handle pressure, follow through consist". It's incomplete but we must preserve all substantive information; we cannot invent. We'll include that sentence as is.
Compensation: details: Two-phase plan: Phase 1 - $40,000 guaranteed base + contract bonuses; Phase 2 - $40,000 base + acquisition commissions. $500/month taxable stipend for health/wellness care. Earnings Path: Approximately $70,000+ annualized when fully ramped in Phase 1; approximately $130,000+ annualized when fully ramped in Phase 2; first-year earnings depend on promotion timing and performance, but are expected to be between $80,000-$100,000.
Benefits: $500/month taxable stipend for health/wellness care (maybe also mention it's a benefit). Could also include that it's taxable stipend.
Schedule: Monday-Friday, 10:00 AM-7:00 PM; evenings and weekends as needed for real-time seller responsiveness.
Location/Hybrid: Indianapolis, IN metro. Hybrid - approximately 80% remote / 20% in-office, with local field and in-home seller appointments as the role progresses.
Employment Type: Full-Time W-2; 40 hours/week.
Reports To: Director of Acquisitions.
We could combine location, hybrid, employment type, reports into a short paragraph under a heading like "Job Details" but not in list. However instruction says use headings only for those specific examples; but we can use other headings? It says use
for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). It implies we should use those headings when appropriate, but we could also use other headings if needed? Safer to stick to those headings. We have About the Company (maybe About the role?), Responsibilities (Critical Accountabilities), Requirements, Benefits, Pay, Schedule. For Why This Role Exists, What Success Looks Like, You'll Thrive Here If, You Will Not Thrive Here If, we might not have exact headings but we could treat them as Responsibilities or About the role? But we need to preserve all info. Could embed those sections under Responsibilities or About the role? Better to create headings like "About the Role" for why this role exists and what success looks like? But we already have About the Company separate. Could use "About the Role" to cover why role exists, what success looks like, thriving conditions. However we also have Critical Accountabilities (responsibilities). So we could have:
About the Role
(contains why role exists, what success looks like, thriving conditions)
Responsibilities
(critical accountabilities)
Requirements
Benefits
Pay
Schedule
Location/hybrid/employment type/reports could be placed in a short
maybe under About the Role or separate but no heading. We'll embed in About the Role paragraph.
We must not repeat job title as heading. Not using job title.
Now produce HTML.
Let's craft:
About the Role
Your Choice Home Buyer expects to need additional acquisition capacity within the next year. Instead of hiring someone straight into a closing seat, the company wants to develop a future Acquisition Representative from the front of the funnel. This is a two-phase role. You are hired into the Junior Acquisitions Associate track, but Phase 1 starts in lead management. You will learn the seller journey, work new and aged leads, build trust, qualify opportunities, set appointments, and prove that you can run a disciplined pipeline. If you consistently hit the Lead Management standards and demonstrate acquisition readiness, you may transition into Phase 2 as early as the six-month mark. In Phase 2, you begin owning seller opportunities through appointment, offer, negotiation, pricing within approved limits, and signed contract. The transition is the intended path, but it is not automatic; timing depends on performance, skill readiness, company growth, lead volume, and an available acquisition seat. This is not a permanent appointment-setting job disguised as an acquisitions role. It is a proving ground for someone who wants to become a high-performing closer and is willing to master the front end of the sales process first.
The first 90 days are a structured Lead Management ramp. Those standards remain the foundation of the role even as you begin preparing for acquisitions. The five core KPIs below are reviewed in writing at day 30, day 60, and day 90. Day 90 becomes the ongoing Lead Management standard. First 30 Days - Developing. Month one progresses from shadowing in week 1, to supervised live calls in week 2, independent calling in week 3, and a half-volume version of the real job in week 4. You will learn the seller journey, qualification standards, call structure, objection handling, and core tools: REI Reply, Propstream, and Microsoft 365. By day 30, you are expected to explain all four seller programs without notes - Cash Offer, Equity Protection (Novation), Flexible Finance, and Investor Network - and complete a comprehensive role-play from first contact through appointment set with a score of 80/100 or better. Day 30 target outcomes: Speed to lead: under 10 minutes from new-lead alert to initial response; Two-way conversations: 5 per day; Qualified appointments set: 3 per week; Call quality score: 80/100 on weekly recorded-call review; CRM accuracy: 100% - correct tag and next-step task on every lead. Days 31-60 - Proficient Ramp. During days 31-60, you take full independent ownership of inbound leads. Your daily rhythm includes two hours of outbound activity and two hours of follow-up, while welcome emails, Day 2 calls, PPL compliance, and clean CRM follow-through become consistent habits. One recorded call is scored every week. Day 60 target outcomes: Speed to lead: under 5 minutes; Two-way conversations: 8 per day; Qualified appointments set: 8 per week; Call quality score: 85/100; CRM accuracy: 100% - correct tag and next-step task on every lead. Days 61-90 - Proficient / Full Lead Management Standard. By day 61, the Lead Management ramp allowance is gone. You are expected to run the seat at full standard, pull and self-score your own calls before the weekly one-on-one, and flag any KPI that is trending toward a miss before leadership has to find it. Day 90 closes with a written performance review and next-quarter goals. Day 90 target outcomes - the ongoing Lead Management standard: Speed to lead: under 3 minutes; Two-way conversations: 10 per day; Qualified appointments set: 12 per week; Call quality score: 90/100; CRM accuracy: 100% - correct tag and next-step task on every lead. Months 4-6 - Acquisition Readiness. You continue meeting the Day 90 Lead Management standard while proving that you can take on more of the seller decision process. The goal is not to stop doing the front-end work; it is to demonstrate that you can carry the same discipline into a closing role. Maintain the Day 90 Lead Management KPIs consistently; Demonstrate strong judgment matching seller situations to the company's four seller programs; Handle increasingly difficult objections and seller conversations without rushing rapport or losing trust; Show working understanding of offer logic, property context, and the company's pricing guardrails; Demonstrate readiness to negotiate and make decisions within defined authority; Operate your pipeline without needing a manager to remind you what happens next. Phase 2 - High-Impact / Acquisition Representative Track (As Early As Month 6). When leadership determines that you are ready and the business has sufficient acquisition opportunity, you can transition into the Acquisition Representative phase. At that point, your job expands from qualifying and creating opportunities to owning qualified seller opportunities through the close. Conduct seller appointments and discovery conversations; Evaluate the seller's situation and match the right acquisition solution; Present offers clearly and negotiate purchase terms; Approve pricing within defined company limits once that authority is granted; Follow opportunities until there is a signed contract, a clear no, or a defined future step; Manage the acquisition pipeline and CRM with the same discipline established in Phase 1. A fully ramp
for prose. We need to include sections only when posting has real specific content. So we can have sections: About the Company, Why This Role Exists, Critical Accountabilities, What Success Looks Like, You'll Thrive Here If, You Will Not Thrive Here If, Requirements, Compensation, Schedule, Location/Hybrid (maybe combine location and schedule). Benefits: we have $500/month taxable stipend for health/wellness care. That's a benefit. Also maybe other benefits not mentioned. So we can include Benefits section with that stipend. Pay section: we have compensation details; could be under Compensation. The instruction says use Pay section only if posting actually states them. It does state compensation, so we can have a Compensation section (or Pay). They said use
for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). So we can use Pay for compensation details. But we also have Benefits separate. We'll include Pay and Benefits.
Schedule: we have schedule details.
Location: not a heading in list but we can include location in a short paragraph maybe under About the Company or separate. Not required to have a heading for location; we can embed in a paragraph.
We must not create sections with filler text. Ensure each heading has substantive content.
Let's extract content:
About the Company: paragraph about company.
Why This Role Exists: paragraph about two-phase role.
Critical Accountabilities: list of bullet points (Convert Seller Conversations..., Turn Long-Term Follow-Up..., Run a Pipeline..., Earn Acquisition Readiness..., Convert Qualified Opportunities Into Signed Contracts After Promotion). Those are duties.
What Success Looks Like: detailed KPIs for first 30, 31-60, 61-90 days, Months 4-6, Phase 2. Could be presented as prose or list. We'll use - for each bullet maybe grouping.
You'll Thrive Here If: list of bullet points.
You Will Not Thrive Here If: list of bullet points.
Requirements: paragraph about experience not required, evidence of trust building etc. It cuts off but we have enough: "Prior real estate experience is not required, and the company does not require a minimum number of years in a similar role. We care more about evidence that you can build trust quickly, handle pressure, follow through consist". It's incomplete but we must preserve all substantive information; we cannot invent. We'll include that sentence as is.
Compensation: details: Two-phase plan: Phase 1 - $40,000 guaranteed base + contract bonuses; Phase 2 - $40,000 base + acquisition commissions. $500/month taxable stipend for health/wellness care. Earnings Path: Approximately $70,000+ annualized when fully ramped in Phase 1; approximately $130,000+ annualized when fully ramped in Phase 2; first-year earnings depend on promotion timing and performance, but are expected to be between $80,000-$100,000.
Benefits: $500/month taxable stipend for health/wellness care (maybe also mention it's a benefit). Could also include that it's taxable stipend.
Schedule: Monday-Friday, 10:00 AM-7:00 PM; evenings and weekends as needed for real-time seller responsiveness.
Location/Hybrid: Indianapolis, IN metro. Hybrid - approximately 80% remote / 20% in-office, with local field and in-home seller appointments as the role progresses.
Employment Type: Full-Time W-2; 40 hours/week.
Reports To: Director of Acquisitions.
We could combine location, hybrid, employment type, reports into a short paragraph under a heading like "Job Details" but not in list. However instruction says use headings only for those specific examples; but we can use other headings? It says use
for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). It implies we should use those headings when appropriate, but we could also use other headings if needed? Safer to stick to those headings. We have About the Company (maybe About the role?), Responsibilities (Critical Accountabilities), Requirements, Benefits, Pay, Schedule. For Why This Role Exists, What Success Looks Like, You'll Thrive Here If, You Will Not Thrive Here If, we might not have exact headings but we could treat them as Responsibilities or About the role? But we need to preserve all info. Could embed those sections under Responsibilities or About the role? Better to create headings like "About the Role" for why this role exists and what success looks like? But we already have About the Company separate. Could use "About the Role" to cover why role exists, what success looks like, thriving conditions. However we also have Critical Accountabilities (responsibilities). So we could have:
About the Role
(contains why role exists, what success looks like, thriving conditions)
Responsibilities
(critical accountabilities)
Requirements
Benefits
Pay
Schedule
Location/hybrid/employment type/reports could be placed in a short
maybe under About the Role or separate but no heading. We'll embed in About the Role paragraph.
We must not repeat job title as heading. Not using job title.
Now produce HTML.
Let's craft:
About the Role
Your Choice Home Buyer expects to need additional acquisition capacity within the next year. Instead of hiring someone straight into a closing seat, the company wants to develop a future Acquisition Representative from the front of the funnel. This is a two-phase role. You are hired into the Junior Acquisitions Associate track, but Phase 1 starts in lead management. You will learn the seller journey, work new and aged leads, build trust, qualify opportunities, set appointments, and prove that you can run a disciplined pipeline. If you consistently hit the Lead Management standards and demonstrate acquisition readiness, you may transition into Phase 2 as early as the six-month mark. In Phase 2, you begin owning seller opportunities through appointment, offer, negotiation, pricing within approved limits, and signed contract. The transition is the intended path, but it is not automatic; timing depends on performance, skill readiness, company growth, lead volume, and an available acquisition seat. This is not a permanent appointment-setting job disguised as an acquisitions role. It is a proving ground for someone who wants to become a high-performing closer and is willing to master the front end of the sales process first.
The first 90 days are a structured Lead Management ramp. Those standards remain the foundation of the role even as you begin preparing for acquisitions. The five core KPIs below are reviewed in writing at day 30, day 60, and day 90. Day 90 becomes the ongoing Lead Management standard. First 30 Days - Developing. Month one progresses from shadowing in week 1, to supervised live calls in week 2, independent calling in week 3, and a half-volume version of the real job in week 4. You will learn the seller journey, qualification standards, call structure, objection handling, and core tools: REI Reply, Propstream, and Microsoft 365. By day 30, you are expected to explain all four seller programs without notes - Cash Offer, Equity Protection (Novation), Flexible Finance, and Investor Network - and complete a comprehensive role-play from first contact through appointment set with a score of 80/100 or better. Day 30 target outcomes: Speed to lead: under 10 minutes from new-lead alert to initial response; Two-way conversations: 5 per day; Qualified appointments set: 3 per week; Call quality score: 80/100 on weekly recorded-call review; CRM accuracy: 100% - correct tag and next-step task on every lead. Days 31-60 - Proficient Ramp. During days 31-60, you take full independent ownership of inbound leads. Your daily rhythm includes two hours of outbound activity and two hours of follow-up, while welcome emails, Day 2 calls, PPL compliance, and clean CRM follow-through become consistent habits. One recorded call is scored every week. Day 60 target outcomes: Speed to lead: under 5 minutes; Two-way conversations: 8 per day; Qualified appointments set: 8 per week; Call quality score: 85/100; CRM accuracy: 100% - correct tag and next-step task on every lead. Days 61-90 - Proficient / Full Lead Management Standard. By day 61, the Lead Management ramp allowance is gone. You are expected to run the seat at full standard, pull and self-score your own calls before the weekly one-on-one, and flag any KPI that is trending toward a miss before leadership has to find it. Day 90 closes with a written performance review and next-quarter goals. Day 90 target outcomes - the ongoing Lead Management standard: Speed to lead: under 3 minutes; Two-way conversations: 10 per day; Qualified appointments set: 12 per week; Call quality score: 90/100; CRM accuracy: 100% - correct tag and next-step task on every lead. Months 4-6 - Acquisition Readiness. You continue meeting the Day 90 Lead Management standard while proving that you can take on more of the seller decision process. The goal is not to stop doing the front-end work; it is to demonstrate that you can carry the same discipline into a closing role. Maintain the Day 90 Lead Management KPIs consistently; Demonstrate strong judgment matching seller situations to the company's four seller programs; Handle increasingly difficult objections and seller conversations without rushing rapport or losing trust; Show working understanding of offer logic, property context, and the company's pricing guardrails; Demonstrate readiness to negotiate and make decisions within defined authority; Operate your pipeline without needing a manager to remind you what happens next. Phase 2 - High-Impact / Acquisition Representative Track (As Early As Month 6). When leadership determines that you are ready and the business has sufficient acquisition opportunity, you can transition into the Acquisition Representative phase. At that point, your job expands from qualifying and creating opportunities to owning qualified seller opportunities through the close. Conduct seller appointments and discovery conversations; Evaluate the seller's situation and match the right acquisition solution; Present offers clearly and negotiate purchase terms; Approve pricing within defined company limits once that authority is granted; Follow opportunities until there is a signed contract, a clear no, or a defined future step; Manage the acquisition pipeline and CRM with the same discipline established in Phase 1. A fully ramp
for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). It implies we should use those headings when appropriate, but we could also use other headings if needed? Safer to stick to those headings. We have About the Company (maybe About the role?), Responsibilities (Critical Accountabilities), Requirements, Benefits, Pay, Schedule. For Why This Role Exists, What Success Looks Like, You'll Thrive Here If, You Will Not Thrive Here If, we might not have exact headings but we could treat them as Responsibilities or About the role? But we need to preserve all info. Could embed those sections under Responsibilities or About the role? Better to create headings like "About the Role" for why this role exists and what success looks like? But we already have About the Company separate. Could use "About the Role" to cover why role exists, what success looks like, thriving conditions. However we also have Critical Accountabilities (responsibilities). So we could have:
About the Role
(contains why role exists, what success looks like, thriving conditions)
Responsibilities
(critical accountabilities)
Requirements
Benefits
Pay
Schedule
Location/hybrid/employment type/reports could be placed in a short
maybe under About the Role or separate but no heading. We'll embed in About the Role paragraph. We must not repeat job title as heading. Not using job title. Now produce HTML. Let's craft:
About the Role
Your Choice Home Buyer expects to need additional acquisition capacity within the next year. Instead of hiring someone straight into a closing seat, the company wants to develop a future Acquisition Representative from the front of the funnel. This is a two-phase role. You are hired into the Junior Acquisitions Associate track, but Phase 1 starts in lead management. You will learn the seller journey, work new and aged leads, build trust, qualify opportunities, set appointments, and prove that you can run a disciplined pipeline. If you consistently hit the Lead Management standards and demonstrate acquisition readiness, you may transition into Phase 2 as early as the six-month mark. In Phase 2, you begin owning seller opportunities through appointment, offer, negotiation, pricing within approved limits, and signed contract. The transition is the intended path, but it is not automatic; timing depends on performance, skill readiness, company growth, lead volume, and an available acquisition seat. This is not a permanent appointment-setting job disguised as an acquisitions role. It is a proving ground for someone who wants to become a high-performing closer and is willing to master the front end of the sales process first.
The first 90 days are a structured Lead Management ramp. Those standards remain the foundation of the role even as you begin preparing for acquisitions. The five core KPIs below are reviewed in writing at day 30, day 60, and day 90. Day 90 becomes the ongoing Lead Management standard. First 30 Days - Developing. Month one progresses from shadowing in week 1, to supervised live calls in week 2, independent calling in week 3, and a half-volume version of the real job in week 4. You will learn the seller journey, qualification standards, call structure, objection handling, and core tools: REI Reply, Propstream, and Microsoft 365. By day 30, you are expected to explain all four seller programs without notes - Cash Offer, Equity Protection (Novation), Flexible Finance, and Investor Network - and complete a comprehensive role-play from first contact through appointment set with a score of 80/100 or better. Day 30 target outcomes: Speed to lead: under 10 minutes from new-lead alert to initial response; Two-way conversations: 5 per day; Qualified appointments set: 3 per week; Call quality score: 80/100 on weekly recorded-call review; CRM accuracy: 100% - correct tag and next-step task on every lead. Days 31-60 - Proficient Ramp. During days 31-60, you take full independent ownership of inbound leads. Your daily rhythm includes two hours of outbound activity and two hours of follow-up, while welcome emails, Day 2 calls, PPL compliance, and clean CRM follow-through become consistent habits. One recorded call is scored every week. Day 60 target outcomes: Speed to lead: under 5 minutes; Two-way conversations: 8 per day; Qualified appointments set: 8 per week; Call quality score: 85/100; CRM accuracy: 100% - correct tag and next-step task on every lead. Days 61-90 - Proficient / Full Lead Management Standard. By day 61, the Lead Management ramp allowance is gone. You are expected to run the seat at full standard, pull and self-score your own calls before the weekly one-on-one, and flag any KPI that is trending toward a miss before leadership has to find it. Day 90 closes with a written performance review and next-quarter goals. Day 90 target outcomes - the ongoing Lead Management standard: Speed to lead: under 3 minutes; Two-way conversations: 10 per day; Qualified appointments set: 12 per week; Call quality score: 90/100; CRM accuracy: 100% - correct tag and next-step task on every lead. Months 4-6 - Acquisition Readiness. You continue meeting the Day 90 Lead Management standard while proving that you can take on more of the seller decision process. The goal is not to stop doing the front-end work; it is to demonstrate that you can carry the same discipline into a closing role. Maintain the Day 90 Lead Management KPIs consistently; Demonstrate strong judgment matching seller situations to the company's four seller programs; Handle increasingly difficult objections and seller conversations without rushing rapport or losing trust; Show working understanding of offer logic, property context, and the company's pricing guardrails; Demonstrate readiness to negotiate and make decisions within defined authority; Operate your pipeline without needing a manager to remind you what happens next. Phase 2 - High-Impact / Acquisition Representative Track (As Early As Month 6). When leadership determines that you are ready and the business has sufficient acquisition opportunity, you can transition into the Acquisition Representative phase. At that point, your job expands from qualifying and creating opportunities to owning qualified seller opportunities through the close. Conduct seller appointments and discovery conversations; Evaluate the seller's situation and match the right acquisition solution; Present offers clearly and negotiate purchase terms; Approve pricing within defined company limits once that authority is granted; Follow opportunities until there is a signed contract, a clear no, or a defined future step; Manage the acquisition pipeline and CRM with the same discipline established in Phase 1. A fully ramp