Director of Business Development - Denver

The next stage of the business is about scaling their team, product, systems, and customer journey to help thousands more families get the safe sleep they deserve.

This is where you come in

Over the past two years, we've grown our commercial team from two reps to six covering the country. A deliberate, capital-intensive bet that the right team can unlock the next stage of Cubby's growth. The Director of Business Development inherits that team and the opportunity in front of it. 

It's a player-coach role for an experienced healthcare sales leader who is genuinely energized by developing people Roughly 70% of your time, especially in year one, is spent developing the team: coaching them through complex sales into Durable Medical Equipment (DME) distributors and the healthcare providers who refer into our distribution network, helping each rep build a strategy that wins in their territory, and translating executive-level commercial strategy into something simple and clear enough for the team to walk confidently into any meeting. You will maintain direct relationships with our largest national accounts and will own the team's strategy, performance, and outcomes.

This role reports directly to the VP of Growth and works cross-functionally with marketing, customer support, partner support, operations, accounting, and legal. As a culture add, you approach personal and professional relationships from a place of care, curiosity, and clear communication.

The team you'd inherit

6 regional BD reps with deliberately varied backgrounds; clinical, national DME, medical sales management, and Cubby-native reps with three and four years of tenure who know our customer. Two more senior, four newer. They're a blossoming team, not a finished one, and they're hungry for a leader who will be in it with them. We're betting that the right leader can prove this team out and earn the case for the next six.

Here's what you'll be doing

• Lead, coach, and develop the team: Own the day-to-day leadership of six regional BD reps, working in the field alongside them. Set clear expectations, run effective 1:1s, build territory strategies with each rep, and hold the team accountable to results. Be in the field with them, at major DME meetings, at conferences, on customer visits, often enough that they feel it. Roughly 70% of your focus in year one is here.
• Translate strategy into rep execution: Take executive-level commercial strategy and translate it into clear, simple, and actionable plans the team can execute confidently in front of customers. Reps should never walk into a meeting feeling like they don't have the full picture.
• Own national DME and provider relationships: Partner with the team on top-tier national DME accounts and help build out the provider referral motion. 
• Build the operating cadence: Establish reporting, forecasting, pipeline review, and performance management rhythms in Salesforce. Make the team's work visible and measurable.
• Develop territory strategies: Coach reps on state-level go-to-market nuance. The DME and reimbursement landscape varies dramatically by state and even by metro; the team needs a leader who can pressure-test and refine those plans.
• Hire and grow the team: Make the case to the executive team for additional headcount when the data supports it, and own the hiring, onboarding, and ramp of new reps.
• Cross-functional partnership: Work closely with marketing, clinical, and operations to feed market intelligence back into the business and align go-to-market activity with the broader Cubby strategy, including the Cubby Medical claims-processing arm.

What success looks like in year one

• Reps own their territories with state- and metro-level go-to-market strategies you've helped them build and pressure-test.
• Reps walk into customer meetings prepared, confident, and clear on strategy.
• Pipeline, forecasting, and performance management run on a Salesforce-based operating cadence the whole company can see.
• The provider referral motion, today aspirational, is meaningfully off the ground.
• You've earned the credibility, and produced the results, to make the case to the executive team for the next six reps.

Here's what we're looking for

Required:

• 3+ years of healthcare sales leadership experience, with a clear track record of building, coaching, and retaining high-performing field sales teams.
• Demonstrated experience leading complex healthcare sales motions involving multiple stakeholders (payers, providers, distributors, or alternate-site facilities).
• Player-coach mentality. You can articulate, with specifics, how much time you spend in the field with your reps and what coaching looks like in your hands.
• Strong operating discipline. You manage up as well as you manage down: clear written communication, tight follow-through, structured 1:1s, and prepared meetings.
• Comfort in a high-touch, high-expectations, roll-up-your-sleeves startup environment.
• Willingness to travel 35% to be in the field with reps, attend major industry conferences, and meet with national DME and provider partners.
• Based in Denver or willing to relocate. In-person collaboration with the leadership team is a meaningful part of the role; we've seen the difference proximity makes at our stage.

Strongly preferred:

• Direct experience leading field sales teams selling into alternate-care-site, outpatient, or home-based healthcare settings (DME, HME, home health, infusion, outpatient medical devices, or similar). If you don't have it, we'll need to see deep evidence of complex healthcare distribution and reimbursement fluency.
• Experience selling into or partnering with national DME distributors and regional providers.
• Familiarity with Medicaid, Medicare, and commercial payer dynamics and how they shape state-level go-to-market strategy.
• Experience scaling a sales team from a small base into a regional or national footprint.
• Familiarity with hub-and-spoke referral models (e.g., pharma specialty hub models).
• Bachelor's degree; MBA a plus but not required.