Business Development Representative (BDR)

Overview

You're prospecting into healthcare organizations (hospitals, health systems, payers, managed care organizations) to book qualified meetings for Account Executives. You're selling Uber Health - software that helps healthcare providers coordinate non-emergency medical transportation for patients. This is outbound-heavy, enterprise-focused BDR work selling into a notoriously slow-moving industry.

Role Snapshot

Company Context

Stage: Public (Uber, $146K+ employees)

Division: Uber Health is a B2B enterprise division within Uber

Growth: Uber Health is an established product line but still growing its healthcare footprint

Market Position: Well-known brand advantage, but selling into healthcare requires credibility beyond the consumer app. Competing against specialized healthcare logistics vendors and incumbent transportation brokers.

GTM Reality

Pipeline Sources:

• 80% Outbound - Cold calling, targeted account campaigns, LinkedIn outreach to healthcare decision-makers
• 15% Warm intros - Referrals from existing healthcare customers, partner introductions
• 5% Inbound - Healthcare orgs reaching out after hearing about Uber Health through PR/conferences

SDR/AE Structure: Dedicated BDR feeding pipeline to healthcare-focused AEs. You don't close deals - you qualify and hand off.

SE Support: AEs typically bring Solutions Engineers to qualified meetings, but you're booking that first conversation.

Competitive Landscape

Main Competitors: ModivCare (formerly LogistiCare), MTM, Lyft Healthcare, traditional NEMT brokers, internal hospital transportation teams

How They Differentiate: Uber's brand recognition, large driver network, technology platform, real-time tracking. Healthcare orgs know Uber but may not know Uber Health exists.

Common Objections:

• "We already have a transportation vendor"
• "Our patients don't use rideshare apps"
• "We need compliance with healthcare regulations" (HIPAA, Medicaid)
• Procurement timelines and budget cycles in healthcare

Win Themes: Reliability, real-time visibility, better patient experience, cost savings vs traditional NEMT, technology integration with EMR/scheduling systems

What You'll Actually Do

Time Breakdown

Cold Calling (40%) | Research/List Building (25%) | Follow-up/Nurture (20%) | Internal (15%)

Key Activities

• Cold calling healthcare decision-makers: 50-70 calls per day to Directors of Patient Access, Care Coordination, Population Health, COOs at hospitals/health systems. Most calls go to voicemail. You're leaving messages and trying different numbers/contacts.
• Multi-threaded research: Healthcare deals involve multiple stakeholders (clinical ops, IT, compliance, finance). You're mapping org charts, finding the right entry points, and figuring out who actually controls transportation budgets.
• Discovery calls: When you get someone on the phone, you're running 15-20 minute discovery to understand their current transportation situation, patient population needs (dialysis, oncology, elderly), pain points with current vendors, and budget/timeline.
• Email sequences and LinkedIn outreach: Following up on cold calls with relevant messaging. Healthcare people are busy and hard to reach - expect 5-10+ touches before getting a response.
• Qualifying and handoff: Making sure meetings you book meet criteria (enterprise opportunity, budget authority involved, active need/timeline). AEs will push back if you book bad meetings.

The Honest Reality

What's Hard

• Healthcare moves slowly. People take weeks to respond. Budget cycles are annual. Procurement processes are bureaucratic. You're playing a long game.
• Getting past gatekeepers is tough. Hospital phone systems are mazes. Decision-makers are in meetings/with patients all day.
• Deals you source in Q1 might not close until Q4 or later - you won't see immediate results from your work.
• Healthcare has its own language and regulatory concerns. You need to learn HIPAA, Medicaid NEMT, social determinants of health, value-based care models.
• Rejection is constant. Most calls don't connect. Most people who pick up aren't interested right now.
• You're working in a large company (Uber) but selling a B2B product most people don't know exists. You have to explain what Uber Health is on every call.

What Success Looks Like

• Booking 15-20 qualified meetings per month that AEs accept (not all meetings you book will count)
• Building a pipeline of enterprise healthcare accounts in various stages of nurture
• Converting 20-30% of meetings to active opportunities that AEs advance
• Getting better at healthcare industry knowledge - understanding patient populations, transportation challenges, how healthcare orgs budget

Who You're Selling To

Primary Buyers:

• Directors/VPs of Patient Access, Care Coordination, Population Health
• COOs and Operations leaders at hospitals and health systems
• Directors at Managed Care Organizations, Health Plans, Medicare/Medicaid payers

What They Care About:

• Patient no-show rates (transportation is a top reason patients miss appointments)
• Cost per trip vs current NEMT broker
• Compliance with healthcare regulations (HIPAA, Medicaid requirements)
• Integration with existing scheduling/EMR systems
• Reporting and visibility into transportation spending
• Patient satisfaction and health equity (access to care for underserved populations)

Requirements

• 1-2 years of outbound BDR/SDR experience (or strong entry-level candidate who can handle high-volume calling)
• Comfortable making 50-70 cold calls per day
• Strong discovery skills - ability to ask probing questions and uncover complex needs
• Situational awareness to navigate multi-stakeholder healthcare organizations
• Resilience - healthcare sales requires patience and persistence
• Willingness to learn healthcare industry terminology and buyer dynamics
• Action-oriented and self-motivated (you'll be working your own account list)