Overview
You're the tip of the spear for Glimpse's sales engine - cold calling finance directors and operations managers at CPG brands to book qualified demos. Your pitch is straightforward: these companies are leaving millions on the table in retailer deductions and spending hours manually chasing documentation. You're trying to get 30 minutes on someone's calendar to show them how Glimpse automates this and recovers cash.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Outbound SDR (booking meetings for AEs) |
| Sales Motion | Outbound-heavy with some inbound lead follow-up |
| Deal Complexity | N/A (SDR doesn't close deals) |
| Sales Cycle | N/A (hand off to AE after qualified meeting) |
| Deal Size | N/A |
| Quota (est.) | 12-15 qualified meetings booked per month |
Company Context
Stage: Series A (estimated based on 45 employees, 14x growth, hyper-growth hiring)
Size: ~45 employees, rapidly scaling
Growth: 14x revenue growth last year, aggressive hiring across GTM roles
Market Position: Early-stage company in emerging category - you're often the first call prospects get about AI for deductions management
GTM Reality
Pipeline Sources:
- 70% Cold outbound - you're building lists of CPG brands that sell through major retailers (Target, Walmart, Kroger, etc.) and reaching out cold
- 20% Warm inbound - people who visited the website, downloaded content, or engaged with marketing
- 10% Referrals - existing customers mentioning other brands who could benefit
SDR/AE Structure: You book meetings, AEs run the full sales cycle - clean hand-off at qualified demo stage
SE Support: Not relevant for SDR role
Competitive Landscape
Main Competitors: Status quo (manual Excel processes), legacy deductions management software, internal finance teams believing they have it handled
How They Differentiate: AI automation vs just data organization - Glimpse actually does the work, not just tracks it
Common Objections: "We already have someone handling this", "Send me some information" (brush-off), "Not a priority right now", "Call me next quarter"
Win Themes: Real cash recovery (not theoretical), massive time savings, fast ROI proof points from existing customers
What You'll Actually Do
Time Breakdown
Cold calling (40%) | Email/LinkedIn outreach (30%) | Research/list building (15%) | Meetings/admin (15%)
Key Activities
- Cold calling: You're making 50-70 calls per day to finance and operations leaders at CPG brands. Most don't pick up. You're leaving voicemails and sending follow-up emails. When you do get someone, you have 30 seconds to explain why they should care before they politely (or not) end the call.
- Email sequences: Writing personalized emails showing you understand their business - referencing their retail partners, their product categories, pain points specific to CPG deductions. You're A/B testing subject lines and CTAs to improve response rates.
- List building: Researching CPG brands that fit the ICP - mid-market companies selling through major retailers. You're using LinkedIn, ZoomInfo, and industry databases to find the right finance/ops contacts. Quality of your list directly impacts conversion rates.
- Qualifying inbound: When someone fills out a form or responds to outreach, you're getting on a quick call to understand their situation - deductions volume, current process, pain level, budget authority. Separating tire-kickers from real opportunities before you pass to AEs.
The Honest Reality
What's Hard
- Cold calling finance people is tough - they're busy, skeptical of sales calls, and often don't think they have a problem worth solving. You'll hear "we're all set" constantly even when they're drowning in manual work.
- Lots of rejection - most calls go to voicemail, most emails get ignored. You need thick skin and persistence to hit activity metrics day after day.
- "AI" gets eye rolls - everyone's pitching AI everything right now, so you're fighting fatigue and skepticism. You need to quickly differentiate from the noise.
- Long gaps between conversations and bookings - you might make 50 calls and book 1-2 meetings. The ratio is tough psychologically.
- Gatekeepers and org charts - getting to the actual decision-maker (finance director, controller) often means navigating past assistants or junior staff who don't forward your message.
What Success Looks Like
- Booking 12-15 qualified meetings per month (3-4 per week)
- 2-3% connect rate on cold calls, 1-2% meeting set rate
- 5-8% email response rate on personalized sequences
- 50%+ of your booked meetings showing up (good quality = less no-shows)
- 60%+ of meetings converting to qualified opportunities (AEs accepting them as real pipeline)
Who You're Selling To
Primary Buyers:
- Finance Directors and Controllers at CPG brands ($50-500M revenue)
- Operations Managers who handle retailer relationships and deductions
- Accounting/AR team leaders who deal with cash application and disputes
What They Care About:
- Is this worth 30 minutes of my time? (You need to create urgency)
- How much money are we actually losing? (Concrete ROI)
- How much time would this save my team? (Operational efficiency)
- Is this relevant to our specific retail partners? (Walmart, Target, Kroger, etc.)
Requirements
- 0-2 years SDR/BDR experience (or strong first SDR role)
- Comfortable with high-volume cold calling (50+ calls/day)
- Resilient to rejection - you'll hear "no" or silence way more than "yes"
- Curious and coachable - willing to iterate on messaging and learn CPG industry quickly
- Organized with CRM hygiene - tracking activities, updating lead status, logging notes
- Hungry to move into closing role - this is a path to AE for top performers