Who We Are

Based in New Jersey and established in 2010, Asset Based Lending, LLC (“ABL”) is one of the nation’s leading Hard Money Lenders. We provide fast bridge financing to real estate investors for the purchase, renovation, or new construction of single family, multi-family and mixed-use properties, as well as DSCR rental loans for long-term investors. We have closed thousands of loans since we began lending, producing more than $3.5 in originations. ABL was acquired by a private equity firm in 2021 and with a renewed focus on growth, we’ve set our sights on consistent evolution and cementing our place as the premier private lender in the country.

Our Mission is Simple:

Make Good Loans
Provide Exceptional Service, Every Time
Protect The Firm
Build The Future

Role Summary

The SVP, Sales Operations is a senior leadership role responsible for building, owning, and continuously improving the operational infrastructure that powers ABL’s sales organization. This is the functional owner of Sales Ops at ABL — not a coordinator or an analyst, but a leader with full accountability for how the sales engine runs.

ABL is transitioning to a performance-based sales operating model. That transition requires someone who has done this before: built the systems, designed the processes, and led organizations through the discipline of data-driven sales management. This leader will establish what does not yet exist, fix what is broken, and set the standard for how a high-performing sales organization operates at scale.

This role reports to the Head of Sales and operates with significant autonomy and authority. It is not a support function — it is a strategic leadership position with direct impact on revenue, operational efficiency, and ABL’s long-term competitive positioning.

What You Will Own

Sales Infrastructure & Standard Work

Design and implement the full operating framework for ABL’s sales organization — from lead to close to post-close handoff
Define role-specific standard work for every layer of the sales organization: Loan Officers, Branch Managers, Regional Directors, Sales Assistants, and Inside Sales
Build and maintain playbooks that capture best practices, codify expectations, and make institutional knowledge transferable and scalable
Establish operating cadences at every level — daily activity standards, weekly reviews, monthly performance cycles — and hold the organization accountable to them
Identify where process gaps are causing revenue leakage or execution inconsistency and fix them

CRM Ownership & Data Integrity

Take full ownership of HubSpot as the system of record for all sales activity — pipeline, deal data, contact records, and reporting
Establish and enforce pipeline definitions, deal stage standards, and data entry requirements across the organization
Build accountability structures that ensure data quality is maintained, not just corrected after the fact
Own lead routing, attribution logic, and dispute resolution — these must be clean, documented, and not subject to interpretation
Partner with Technology on CRM integrations, enhancements, and rollouts; serve as the business-side decision-maker for all Sales Ops–related system changes

Technology Launch Ownership

Serve as the business owner for all technology launches that touch the sales organization — not a reviewer or a stakeholder, but the accountable party responsible for readiness, adoption, and outcomes
Own the sales-side launch plan for any platform rollout: user readiness, training, workflow integration, data migration, and go-live validation
Ensure that no technology goes live for the sales team without a clear operating model in place for how it will be used, measured, and supported
Partner with Technology leadership during build and configuration phases to represent the sales organization’s operational requirements — and hold vendors and internal teams accountable to delivering against them
This accountability extends across all platforms — LOS, servicing systems, borrower and broker portals, internal tools, and any future technology investments that affect how the sales team operates
Post-launch, own adoption monitoring and course-correction; a successful launch is measured by utilization and outcome, not go-live date

Reporting, Analytics & Forecasting

Build and own the reporting infrastructure that gives sales leadership, Finance, and the CEO real-time visibility into pipeline health, production, and team performance
Develop and maintain forecasting models that produce reliable, branch-level projections — not approximations
Track and report on KPIs across all sales roles and tiers: pull-through, conversion, pipeline aging, fallout, cycle time, and volume
Surface insights proactively — the expectation is that leadership learns about problems from this role before they become crises
Own the monthly sales reporting package delivered to Finance and the CEO

Branch P&L & Financial Alignment

Lead the build-out of branch-level P&L reporting in close partnership with Finance
Develop the tracking infrastructure, data inputs, and reporting cadence needed to make branch economics visible and actionable
Serve as the operational bridge between sales production data and financial performance analysis
Support Finance in building the model that enables ABL to evaluate branch and regional profitability consistently

Team Leadership & Development

Hire, lead, and develop the Sales Operations function as it grows — beginning with the Sales Operations Manager (L5/L6) and expanding as the business scales
Set clear expectations and performance standards for the Sales Ops team; model the discipline and rigor expected across the sales organization
Build a team culture grounded in accuracy, accountability, and proactive problem-solving
Develop internal talent and create a function that grows in capability alongside ABL’s growth

Cross-Functional Leadership

Serve as the senior Sales representative to Operations, Underwriting, Finance, and Technology on process, systems, and performance matters
Drive resolution of cross-functional friction that slows deal progression or creates execution inconsistency — at the root, not the symptom
Participate in and influence product and technology governance decisions that affect the sales organization
Partner with the Head of Sales to translate strategic direction into operational reality; serve as the operational counterpart to sales leadership’s market-facing work

What Success Looks Like

Within the first 90 days:

A clear-eyed diagnostic of where the gaps are — systems, data, process, and people — with a prioritized action plan presented to the CEO
Active relationships with the Head of Sales, Finance, Operations, and Technology leaders
HubSpot audit complete with a data remediation and governance plan in motion

Within the first 6 months:

Core playbooks drafted and in use for at least three sales roles
Sales reporting package live and actively used by leadership for decision-making
Pipeline data materially cleaner with accountability structures in place
Forecasting template functioning and producing reliable inputs to Finance

Within the first year:

Full operating framework in place across all sales roles and regions
Branch P&L infrastructure built and in active use
Sales Ops recognized internally as a trusted, reliable, and indispensable partner
The function is staffed, structured, and operating with the independence appropriate to an L7 owner

Qualifications

8+ years of progressive experience in sales operations, revenue operations, or a related function — with at least 3 years in a senior leadership capacity
Demonstrated track record of building sales operations infrastructure from an early-stage or underdeveloped state
Deep HubSpot expertise: pipeline governance, workflow automation, reporting, data quality, and CRM administration
Strong command of sales forecasting, dashboard development, and performance analytics
Experience leading and developing a team, with the ability to hire, onboard, and grow talent
High proficiency in Microsoft Excel or Google Sheets; familiarity with BI tooling a plus
Experience working cross-functionally with Finance, Technology, and Operations leadership
Exceptional communication skills — able to translate complexity into clear guidance and present credibly to senior leadership
Highly organized with strong follow-through and the instinct to close loops, not just open them

Preferred Qualifications

Background in hard money lending, bridge financing, private lending, or mortgage
Experience building or managing branch-level P&L structures
Exposure to scaling a sales organization through a PE-backed growth phase
Experience with process improvement methodologies and change management

Asset Based Lending

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SVP of Sales Operations