BDR Team Lead

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PostHog

WebsiteLinkedInAll Job Openings

11 - 50 employees

Founded 2020

☁️ SaaS

⚡ Productivity

🏢 Enterprise

SaaS • Productivity • Enterprise

PostHog is a comprehensive platform that empowers developers to build successful products by providing tools for product analytics, web analytics, session replay, feature flags, experiments, and surveys. It integrates seamlessly into existing workflows, offering data pipelines and warehousing solutions that synchronize with popular platforms like Stripe, Hubspot, Zendesk, and more. With PostHog, teams can safely roll out new features, run experiments with statistical significance, and gather in-depth insights with AI and LLM products. The platform is built with full API access, enabling complete control over customer data. PostHog scales with businesses from startups to growth stages, making it a versatile tool for engineering teams seeking to streamline their data operations while focusing on product development.

📋 Description

• Own the outbound pipeline engine. Iterate on the targeting strategy, account selection criteria, and signal-based prioritization that tells your team who to reach and why now. Start with what doesn't scale, then systematize it. • Manage and develop a team of cracked BDRs, some of whom are here already (Andreas, Lorena, Melad). Coach daily on messaging, objection handling, qualification discipline, and outreach quality. Run weekly 1:1s focused on skill development, not just activity review. Build a ramp plan that treats the trajectory of learning as the primary leading indicator in the first 60 days. • Build the tooling and automation layer. Help design and maintain Clay.com workflows, Salesforce enrichment processes, and AI-assisted sequence generation without being a slop-cannon. You should be able to build a Clay table from scratch, not just use one someone else built. • Own the metrics and reporting. Build pipeline generation dashboards, track leading indicators (response rates, meeting quality scores, AE acceptance rates), and produce a weekly pipeline generation report. Instrument everything in PostHog, Lemlist, and Salesforce to make it so. • Coach qualification discipline. Implement and coach a qualification framework that ensures meetings passed to AEs are qualified. Disqualification is a feature, not a failure – build the taxonomy and track the reasons. • Iterate on messaging and channels. A/B test outreach sequences across email, LinkedIn, video, X, Discord, TikTok and creative channels. Maintain a living playbook that captures what works, what doesn't, and why. • Collaborate with the TAE team on target refinement. Use feedback loops from AE deal outcomes to continuously sharpen targeting. • You report to Ben (Revenue Leader). You'll work closely with Abhishek (GTM Engineer) on tooling and data infrastructure.

🎯 Requirements

• 1–2+ years managing or formally leading a BDR/SDR team as a player-coach, with direct responsibility for hiring, coaching, and performance management. "Team lead" with informal authority counts if you can demonstrate coaching impact on rep performance. • Prior individual quota-carrying experience. You've personally prospected, booked meetings, and ideally closed deals. You know what good looks like because you've done it, not just managed it. You’ll do it again here. • Demonstrated ability to think in data, systems, and loops – even at a smaller scale. You know how to build the operating system the team runs on. You've designed or significantly improved a prospecting workflow, built reporting from scratch, or created a repeatable process where one didn't exist before. • Hands-on experience with Clay.com. You've built tables, enrichment workflows, and automated sequences in Clay – not just used outputs someone else created. If you can show us a Clay workflow you designed, that's a strong signal. • Salesforce proficiency. You can build reports, create custom fields, manage lead/contact data hygiene, and don't need someone else to configure your CRM. • AI-capable, with experience building automation. You've used AI tools (LLMs, AI writing assistants, workflow automation) to improve prospecting efficiency. You should be able to articulate specific examples: "I built X using Y and it improved Z by W%." • Excellent written communication. Your outreach sequences, coaching notes, and Slack messages are clear, concise, and sharp. PostHog is an async-first company – writing quality matters. • Comfort with ambiguity and distributed ownership. This is a build role, not a maintain role. You'll be handed a rough playbook and expected to own it with your team, and you’ll have a company full of drivers who will give you “yes, and…” feedback

🏖️ Benefits

• Transparency: Everyone can read about our roadmap, how we pay (or even let go of) people, our strategy, and how we work, in our public company handbook. Internally, we share revenue, notes and slides from board meetings, and fundraising plans, so everyone has the context they need to make good decisions. • Autonomy: We don’t tell anyone what to do. Everyone chooses what to work on next based on what's going to have the biggest impact on our customers, and what they find interesting and motivating to work on. Engineers lead product teams and make product decisions. Teams are flexible and easy to change when needed. • Shipping fast: Why not now? We want to build a lot of products; we can't do that shipping at a normal pace. We've built the company around small teams – autonomous, highly-efficient groups of cracked engineers who can outship much larger companies because they own their products end-to-end. • Time for building: Nothing gets shipped in a meeting. We're a natively remote company. We default to async communication – PRs > Issues > Slack. Tuesdays and Thursdays are meeting-free days, and we prioritize heads down building time over perfect coordination. This will be the most productive job you've ever had. • Ambition: We want to solve big problems. We strongly believe that aiming for the best possible upside, and sometimes missing, is better than never trying. We're optimistic about what's possible and our ability to get there. • Being weird: Weird means redesigning an already world-class website for the 5th time. It means shipping literally every product that relates to customer data. It means building an objectively unnecessary developer toy with dubious shareholder value. Doing weird stuff is a competitive advantage. And it's fun.