General Manager

JOB TITLE:  General Manager REPORTS TO: CRO 

DEPARTMENT: Sales FLSA STATUS: Full-Time; Exempt 

 

SUMMARY 

The General Manager leads a division consisting of the following specialties: Primary Care, APP, Hospital-based Medicine, and Medical Evals. They own an eight-figure P&L, lead a cross-functional team, set ambitious growth targets and achieve them.  

As the P&L owner, the GM sets the direction for all aspects of strategy, growth, and delivery for their division, leading a team of business development professionals, account managers, and recruiters.  

The GM is hands-on with clients, creating new relationships and strengthening existing relationships to secure new contracts, growing share with existing accounts, generating & filling open jobs, and ensuring we maintain and increase our industry-leading level of client satisfaction.  

SUCCESS 

In 12 months, the GM will have materially grown the business in line with business objectives. 

1. New logos. Personally open and close new hospital, urgent care, and outpatient accounts, and build a repeatable outbound motion the reps can run without them. 

2. Growth in existing clients. Move from order-taker to account owner: more departments, more locations, more specialties, and a higher share of each client’s locum spend. 

3. Operational excellence on job orders. Work with the recruiting manager so that the orders we win get filled quickly and well, which protects repeat business. 

Time allocation: 

Activity	Share of time
Personal selling: At the executive-to-executive level, originate business, lead client meetings, win new business, and grow existing customers.	~25%
Leading and coaching the sales/AM team (pipeline reviews, joint calls)	~35%
Delivery oversight with the recruiting manager (fill rate, speed, pipeline of providers)	~25%
P&L management, forecasting, hiring, reporting	~15%

What good looks like: 

Milestone	What success looks like
First Week	Meet your team and leaders.  Understand the current pipeline, open job orders, and largest accounts.  Learn Caliber’s business model and value proposition.
First Month	New-account target agreed with leadership.  Largest accounts mapped, with an initial read on each team member’s activity and performance.  Growth strategy documented and agreed to.
First Quarter	A visible new-logo pipeline, with first new accounts in late-stage or won.  Each large account assigned a growth plan.  Consistent team activity and clear pipeline metrics, with any weak performers addressed.  Fill rate and time-to-submit improving.
First Year	Revenue increased significantly versus the prior 12 months, with gross profit growing at least as fast.  The agreed number of new accounts won, backed by a visible new-logo pipeline.  s