Director of Sales Development

INNERGY is transforming the woodworking industry with purpose built, cloud based ERP software designed exclusively for custom manufacturers. Our platform helps businesses operate smarter, faster, and more efficiently while seamlessly connecting design, production, and delivery for teams creating architectural millwork, cabinetry, and casework. What truly sets INNERGY apart is our people. Founded in 2016, we are a globally distributed team of 200 plus professionals united by deep software expertise and a shared passion for solving meaningful, real world problems. We value collaboration, creativity, and ownership, and we are intentional about building not only powerful products, but also a culture where people feel supported, heard, and inspired to do their best work. With strong momentum and the recent acquisition of Microvellum, a trusted leader in design to manufacturing solutions for the woodworking industry, INNERGY is entering an exciting new phase of growth. This combination expands our capabilities, deepens our industry impact, and accelerates our vision of delivering a truly connected, end to end platform for custom manufacturers. As we scale thoughtfully and bring together top talent and new perspectives, this is a unique opportunity to join a company where your work will have visible impact, your ideas will help shape decisions, and your contributions will play a meaningful role in defining the future of a fast evolving product, team, and industry. Job Description As the Director of Sales Development, you'll set the targets, the operating model, and the standard for the entire XDR org, then build the leadership layer that runs it. The work isn't managing a room full of reps. It's building the people who build the pipeline: hiring, developing, and holding accountable the managers and team leads beneath you, so the function gets stronger whether or not you're in the room. The stakes are straightforward. Leadership builds revenue plans on the number you deliver. That means owning capacity and ramp so pipeline scales in step with company goals, defending a forecast quarter after quarter with no asterisks, and getting Marketing, Sales, and RevOps aligned on what a qualified opportunity actually means. You own the stack and the spend too: pick the tooling and budget that make the team faster, and prove the return. This is a seat for someone who wants to own outcomes, not activity reports. If you've built and scaled a sales development function before, know the difference between a team that's busy and one that's productive, and want your work to show ...

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