AVP National Sales & Business Development

*Please note this role is not for 2070 Health*

About Sukoon Health

Sukoon provides inpatient mental healthcare for severe and complex mental health conditions and addiction. We are looking for a commercial leader who can help  patients access high-quality care by strengthening referral relationships, developing effective sales teams and turning market opportunities into measurable business growth. 

You will lead national sales and business development across our markets. Your work will combine time in the field with city managers and representatives, rigorous account planning, revenue-generating events and sales collateral that helps people understand Sukoon’s value. You will work closely with clinical, marketing, admissions, customer care and operations teams. 

Role Overview

This is a role for someone who takes ownership of results and improves how other people sell. You should be comfortable accompanying representatives, demonstrating a consultative sales conversation, coaching managers and making clear decisions about account priorities and investment. You will join an existing operation with targets, processes and training in place, and strengthen execution while addressing specific gaps. 

Success means more productive referral accounts, better sales-team performance, qualified opportunities from events and partnerships, and reliable progress against revenue targets. You must be able to explain what you changed, how it worked and how the team can repeat it.

Roles & Responsibities

Sales leadership and account development 

1. Own national commercial performance 

• Translate national and city revenue targets into channel, territory and account plans.  

• Diagnose performance gaps using account potential, referral activity, conversion, capacity and commercial economics.  

• Identify the few actions most likely to close those gaps and hold clear owners accountable. 

• Maintain a credible forecast and explain variances early.  

• Allocate sales effort and approved budgets to opportunities with a clear rationale.  

• Work with Finance and the Head of Growth on channel economics, investment decisions and corrective action. 

2. Build productive referral relationships 

• Segment and prioritise doctors, clinics, hospitals and other relevant partners based on clinical relevance, account potential and relationship stage.  

• Understand their unmet needs, referral barriers and current alternatives.  

• Develop account plans with a specific proposition, next action, owner and date. 

• Activate appropriate new accounts, deepen productive relationships and re-engage lapsed referrers.  

• Work with Sukoon clinicians to build professional trust through meaningful conversations and evidence.  

• Ensure partners understand referral pathways and receive timely follow-through from the relevant teams. 

• Explore partnerships where they support the agreed growth strategy.  

• Assess fit, expected demand, delivery requirements, economics and ownership before proposing an investment.  

• Referral development remains a core responsibility; expansion into other channels must have a clear business case. 

3. Coach in the field 

• Spend regular time with city managers and frontline representatives. Observe real meetings, diagnose the skills or account barriers involved and demonstrate effective discovery, value explanation, objection handling and next-step agreement. Give specific feedback and follow up on whether behaviour and results improve. 
• Teach managers to coach their teams consistently. Use existing training materials and performance data to identify development needs. Translate training into practice through joint visits, role-play, account reviews and individual development plans. Measure improvements in representative productivity and target attainment. 

4. Build a capable sales organisation 

• Clarify responsibilities, territory coverage, manager spans and account ownership. Set hiring standards, interview and assess sales talent, improve onboarding and ramp-up, and address persistent underperformance. Make staffing proposals based on workload, geography and account opportunity. 
• Create a culture of preparation, honest reporting and reliable follow-through. Recognise results and effective behaviours, and ensure reviews lead to useful decisions. Develop managers who can sustain performance without every issue escalating to the national leader. 

Events collateral and commercial execution 

1. Create events that develop business 

• Design and execute targeted clinician roundtables, facility visits, educational discussions and other relevant engagement formats. Choose the audience and format around a specific account opportunity or referral barrier. Work with clinical colleagues on content and marketing colleagues on invitations and delivery. 
• Own the commercial plan for each event: target accounts, proposition, attendee recruitment, approved budget, representative preparation, intended next actions and follow-up. Track full costs and evaluate qualified opportunities, productive accounts and attributable revenue over an agreed period. 
• Assign follow-up owners before the event. Ensure opportunities are recorded and progressed in the CRM. Distinguish newly generated business from influence on existing opportunities. Use results to decide which formats to repeat, improve or discontinue. 

2. Know what sales collateral to build 

• Audit existing materials and identify gaps by audience, sales stage and recurring question or objection. Brief marketing on assets such as referral guides, clinical capability summaries, evidence-based case examples, care-journey explanations, FAQs, presentations and event follow-up material. 
• Specify the audience, purpose, message, evidence, format and intended next action for each asset. Work with clinical leaders to validate clinical content and with marketing to maintain brand consistency. Test material in real conversations, teach teams to use it and improve it based on feedback and account progression. 

3. Strengthen execution across teams 

• Use existing CRM and reporting systems to maintain account plans, activity quality, source attribution, next actions and forecasts. Improve data quality and sales processes where a specific performance gap warrants it. Lead reviews that result in decisions and completed actions. 
• Work with admissions and customer care to ensure referral enquiries receive timely attention and a clear handoff. Escalate repeated service or coordination barriers that damage partner trust. Support the clinical team’s patient conversations through relevant information and feedback while respecting assigned ownership. 

4. Exercise sound healthcare judgment 

• Represent Sukoon accurately and communicate value with evidence. Protect patient confidentiality and ensure patient stories and clinical claims have appropriate approval. Build trust with clinicians, partners and families through clear, respectful communication. 
• Clinical decisions remain with clinicians. Commercial targets must support clinically appropriate care and informed patient choice. You are accountable for referral-channel performance and sales execution; clinical recommendations and lengths of stay are not sales decisions.

How accountability will work 

• Revenue and admission outcomes depend on clinical eligibility, patient choice, facility capacity and patient-facing execution. You will own the sales actions and account relationships within your control, diagnose shared barriers and coordinate resolution. Reviews will distinguish weak sales execution from other causes of performance variance. 
• Productive-account and conversion definitions will use consistent windows and denominators. Registered contacts and raw visit counts will not substitute for qualified opportunities or account outcomes. Count unique referrals consistently and avoid duplicate revenue credit across channels and events. 
• The scorecard will inform priorities and performance assessment. Incentive terms and weightings will be specified separately in the employment offer. 

What strong performance looks like 

City managers can explain their account priorities and coach their teams effectively. Representatives understand partner needs, communicate Sukoon’s value and secure meaningful next steps. Events create opportunities that are followed through, and collateral solves specific sales problems. Forecasts are reliable and the team can demonstrate progress against targets. 

Must Haves

• Demonstrated commercial experience in healthcare in India, including clinician or referral-partner engagement. A record of leading sales or business-development teams, owning targets and improving results through personal intervention is essential. 
• Ability to show field coaching, territory and account development, revenue-generating events and sound sales-collateral judgment. Strong commercial numeracy, CRM discipline and cross-functional execution. Willingness to spend substantial time in the field and travel regularly between markets. 
• Typically 12 or more years of relevant commercial experience, with meaningful people-leadership responsibility. We will consider strong regional leaders ready for national responsibility as well as established national leaders. Evidence of performance and capability will carry more weight than title or tenure alone. 
• Bachelor’s degree required. An MBA or relevant postgraduate qualification is preferred. Clear professional communication in English is essential; language capabilities relevant to our markets are valuable.

Good to have

• Direct hospital or specialty-healthcare service sales
• Multi-city or multi-facility leadership
• Referral-account development involving complex patient decisions
• Effective work with consultants, marketing and admissions teams.
• Experience in mental healthcare, rehabilitation or addiction services is valuable but not mandatory.