layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

VP of Sales at Hello Patient | LAYIQ

Build and Own Our Sales Strategy
Refine our sales strategy around the healthcare segments, customer needs, and use cases where we can win consistently.
Build an outbound and account-development approach that helps AEs generate qualified opportunities in their territories.
Use conversion rates, deal age, win/loss patterns, and rep performance to identify bottlenecks, test improvements, and scale what works.
Own forecasting, performance reporting, and board-level sales updates, giving the executive team a clear view of expected results, risks, and corrective actions.
Establish clear verticals, territories, capacity, quota, and headcount plans based on a thoughtful growth thesis.
Partner with the executive team to translate company goals into an actionable sales plan.
Partner with Marketing, Customer Delivery, Product, Finance, and RevOps to improve lead quality, resolve sales blockers, and ensure a smooth transition from sale to implementation.
Coach and Lead a High-Performing Sales Team
Spend substantial time each week working directly with AEs reviewing calls, preparing for customer meetings, developing deal strategies, and strengthening discovery, demos, negotiation, and closing.
Set clear expectations for outbound prospecting, qualified pipeline creation, deal execution, and quota attainment. Hold the team accountable and help them close gaps.
Establish a strong operating cadence across pipeline reviews, forecasting, QBRs, coaching, and performance management.
Recruit, onboard, develop, and retain exceptional sales talent. Address underperformance directly and build management capacity as the team grows.
Understand each AE’s strengths and development needs, and provide specific coaching that improves their performance over time.
Own Revenue and Drive Deal Progression
Own the net-new revenue goal and take full responsibility for the sales organization’s performance.
Work alongside AEs to advance opportunities: sharpen the customer’s business case, engage decision-makers, navigate buying processes, and establish concrete next steps.
Identify where deals stall and address the underlying causes, whether they involve qualification, selling skills, positioning, product fit, or internal coordination.
Bring executive support to priority opportunities and personally lead selected enterprise deals and strategic partnerships.
Establish practical qualification standards and sales frameworks that improve how the team sells and provide a consistent basis for deal stages and forecasts.
Your First 90 Days
First 30 days
: Learn the product, customers, team, and pipeline through direct participation in sales calls and deal reviews. Begin coaching each AE and helping advance active opportunities. Assess individual development needs, pipeline health, and the biggest barriers to winning; establish an initial performance baseline and priorities.
By 60 days: Put a consistent coaching, pipeline review, and forecasting cadence in place. Set clear expectations for outbound activity, qualified pipeline creation, qualification, and deal ownership. Work with AEs on action plans for priority opportunities and individual development. Align with the executive team on priority segments and the most pressing changes to the sales motion.
By 90 days: Demonstrate early, measurable improvement against the initial baseline in pipeline quality, deal progression, and AE execution. Present a clear revenue outlook, remaining risks, and a prioritized plan for improving team performance and scaling capacity. Have an actionable hiring and development plan tied to the company’s growth goals.

VP of Sales

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What You’ll Do

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