Pros: The recruiter was a bright spot in the process. Clear, communicative, and professional from start to finish. He represented the company well and did his part in keeping the experience on track. Cons: The role is marketed as a strategic, player/coach BDR Manager role — but in reality, it’s anything but. Once inside the process, it became clear the company is looking for a full-time BDR who also manages a team, owns a pipeline number, handles enablement, and picks up the slack when others fall short. That’s four roles in one, for the price of one. Reporting into marketing, without clear alignment or structure between sales and marketing, makes this a reactive role — not a strategic one. When I asked foundational, high-level questions about outbound structure, KPIs that matter, and enablement gaps, I was met with vague answers and visible discomfort. My questions weren’t unreasonable — they just highlighted issues leadership didn’t want to address. The “project prompt” was misleading. It asked for a strategic 60-day plan to accelerate pipeline and develop reps — which I provided with rigor and thoughtfulness. The silence that followed and the vague rejection afterward made it clear that the intention may have been more about testing compliance than creativity. Bottom line: If you want a BDR cosplaying as a manager who absorbs the blame for a lack of strategy and structure — go for it. But be honest about the nature of the job. Don’t dress up a glorified team lead role in “manager” language and expect experienced operators not to notice.