Sales & Revenue - Sales & Business Development
Sr. Director of BDRs
Director / VP / Exec
Independently auditedFinds, wins, and expands the revenue the business runs on. Owns the hardest problems in the area and raises the standard of everyone around them.
Audited package
Built, independently audited role package. Everything on this page is written for this seat.
Your Stack (Swappable)
This role works against whatever tools you already run. We list the tool categories the role operates in, never a named vendor, so you are never asked to replace a system that works.
- Capability area
- CRM
- Sales Engagement
- Prospecting & Data Enrichment
- Intent and account selection
- Conversation and coaching
- Analytics & BI
- Planning
- Docs & Knowledge
Deliverables
- Account research and points of view
- Discovery and qualification notes
- Proposals and mutual action plans
- Forecast rationale
Responsibilities
- Own the company BDR and SDR pipeline-generation plan, capacity model, and accepted-opportunity quality
- Design the BDR organization, manager layers, career paths, segment coverage, and operating model
- Lead BD managers and senior managers through mandates, inspection, performance, development, and succession
- Set outbound standards for account selection, research, cadence, qualification, data use, and handoff
- Govern the SDR-to-AE service level and feedback loop across segments
- Prioritize tooling, data, enablement, and process investment using productivity and conversion evidence
- Partner with Marketing, Sales, Revenue Operations, Finance, Enablement, and People on source supply and talent flow
- Escalate company target, compensation, budget, privacy, and policy decisions with options and impact
The essence of this seat
The Sr.
Signature move
Start from BDR organization model and company pipeline-generation capacity plan and confirm its source, freshness, scope, owner, definitions, assumptions, decision status, and missing evidence before accepting a conclusion
What good looks like
source discipline, authority clarity, calibrated uncertainty, and practical use of the Company Pipeline-Generation Plan at senior director of the company-wide SDR and BDR organization, above BD managers and below the sales executive who owns bookings
Decision rights
- - the company-wide SDR and BDR pipeline-generation plan, operating model, organization design, career architecture, and manager system
- - the outbound standards, tooling requirements, capacity model, handoff engine, and approved program portfolio
- - the BD manager and senior-manager bench, staffing, performance, development, succession, and organization health
Working vocabulary
What this role does
The Sr. Director of BDRs is the senior director who owns the entire SDR and BDR organization, including the pipeline-generation number, organization design, career ladder, outbound model and tooling, manager bench, capacity, and the SDR-to-AE handoff engine across the company. It is a Director (Senior) seat operating at senior director of the company-wide SDR and BDR organization, above BD managers and below the sales executive who owns bookings. Its defining outcome is the company has a scalable, ethical, and trusted pipeline-generation organization whose managers produce accepted opportunities, develop talent, and feed the closing organization with predictable quality. The work is anchored in the role-specific record BDR organization model and company pipeline-generation capacity plan, because that record makes claims, assumptions, decisions, ownership, capacity, manager work, and unresolved risk inspectable. This seat owns the company-wide SDR and BDR pipeline-generation plan, operating model, organization design, career architecture, and manager system, the outbound standards, tooling requirements, capacity model, handoff engine, and approved program portfolio, and the BD manager and senior-manager bench, staffing, performance, development, succession, and organization health. It advises on the VP of Sales on pipeline-generation targets, capacity, source mix, career architecture, and investment and Sales, Marketing, Revenue Operations, Enablement, Finance, and People leaders on the inputs and changes needed for a healthy BDR system. It escalates company pipeline targets, territory or ICP principles, compensation design, material headcount or budget, and cross-functional policy changes, privacy, consent, legal, brand, or customer risk in outbound practices and data use, and formal people and employment decisions through the authorized process. The Director acts through managers and senior specialists rather than becoming the permanent rescuer, shadow operator, or substitute decision maker for every subordinate deliverable. Against Director of Business Development, This seat owns the pure SDR and BDR organization, ladder, managers, tooling, and handoff engine; the Director of Business Development owns the broader pipeline-origination and channel portfolio. Keep BDR organization architecture here and route non-BDR market, partner, or origination strategy to T059. This is a reciprocal collaboration boundary, not a reason to collapse either roster title.
Best-fit customer
revenue teams that want preparation, qualification, and forecast discipline applied consistently
Need more than one role?
Buying the whole team or the complete department lowers your effective cost per role at every tier of the ladder.