Build the Network.
Build a Career.

DDTG is hiring its executive team now, at a size the company can carry now. Three of the four seats start fractional or part time. That is a deliberate structure rather than a budget apology, and it is worth understanding before you apply.

Each part-time and fractional agreement names a threshold in DDTG’s collected recurring revenue at which the seat converts to full time, at a salary agreed before you start. Not a promise to revisit it, not a conversation to have later — a number and a trigger, both written into your agreement at signature.

Collected means money DDTG has actually received, not invoiced. The threshold differs by seat, because a CFO becomes full-time work at a different point than a COO does. You will be told your number during the interview process, not after you accept.

Every executive seat carries a participation calculated on DDTG’s collected recurring revenue, paid monthly while you hold the role. It is what closes the gap between a part-time cash figure and what the role is worth, and it means your upside is tied to the same number the company is measured on.

Three things it is not. It is not equity — it confers no ownership interest, no voting right, no inspection right, and no claim on the assets or profits of the company. It does not vest, so there is no accrued balance building in the background. And it carries no tail: it stops on the day you cease to hold the role. We would rather you read that here than discover it in a schedule.

A company that hires four executives at full salary against revenue that has not arrived does not get to keep them. Eighteen months later it is letting them go, and the people who took the risk are the ones who pay for the optimism. We would rather bring in four people who can read the plan, at a size that survives a slow quarter, with a written path to full time. If that reads as a company being careful with money it does not yet have, it is.

DDTG runs four businesses that share a name and not much else: a managed services and cloud voice provider, a national contractor sales organisation, a career school in Temple, and a government contracting practice. Each works. None of them share a common operating rhythm, and the seams between them are where things are currently lost.

You are being hired to build that rhythm. Delivery capacity against what sales is selling. Provisioning and cutover schedules that hold. A support organisation that scales past the people who currently carry it in their heads. This is an operator’s job at a company that has grown faster than its processes.

We are hiring this seat now, at a size the company can carry now. The COO supervises staff daily, so this begins as a part-time employee position rather than a contract engagement. It converts to full time on a defined trigger rather than on a promise: when DDTG’s collected recurring revenue reaches the threshold written into your agreement, the role converts at a salary agreed before you start — so you know the number you are working toward on day one.

Alongside the cash component you participate in what the company builds: a performance participation calculated on DDTG’s collected recurring revenue, paid while you hold the role. It does not vest, carries no tail, and is a contractual payment obligation rather than equity or any ownership interest.

This is deliberate. A company that hires four executives at full salary against revenue that has not arrived does not get to keep them. We would rather bring in four people who can read the plan, at a size that survives a slow quarter, with a written path to full time.

• Delivery and provisioning operations end to end — from executed order to a working, accepted install.
• Capacity planning against the sales pipeline, so what gets sold can actually be delivered.
• Support organisation structure, staffing, and service-level performance.
• Vendor and carrier relationships, and the commercial terms underneath them.
• Operational metrics that leadership can act on rather than admire.
• The seams between entities, where handoffs currently depend on individual memory.

• Ten or more years in operations leadership, including a business that delivers to customer sites rather than only shipping software.
• Telecommunications, managed services, or field services background strongly preferred.
• Experience scaling delivery behind a growing sales organisation — and the scars from when that went wrong.
• Comfort with a mixed workforce of employees and independent contractors, and what each requires.
• Willingness to work at the level of detail this company is currently at.

Send a résumé and tell us about an operation you inherited that was failing to deliver what sales had sold, and what you did in the first ninety days.

Applications are reviewed by the Owner directly.

This is the one executive seat DDTG is filling full time. The other three start fractional or part time because their work can be done in days per month at this stage. Revenue cannot. Eight regions with nothing in four of them, eleven Regional Sales Managers to recruit, and an enterprise team to build is not a part-time problem, and pretending otherwise would cost more than the salary saves.

Alongside salary you participate in what the company builds: a performance participation calculated on DDTG’s collected recurring revenue, paid while you hold the role. It does not vest, carries no tail, and is a contractual payment obligation rather than equity or any ownership interest.

DDTG is standing up a national revenue organisation from nothing: eight regions, eleven Regional Sales Managers, an unlimited contractor sales force beneath them, and eight enterprise specialists working the accounts too large and too slow for a commission-only seller to carry. Every Regional Sales Manager is an independent contractor running their own region, recruiting their own people, and paid on the margin they produce.

You run all of it — the contractor organisation, the enterprise team, and the marketing that feeds both. DDTG does not have a separate CMO and does not intend to. Demand generation exists here to put opportunities in front of sellers, and it belongs with the person accountable for whether those sellers hit a number.

Not by managing activity. These are contractors, and activity quotas would be the wrong instrument as well as a legal problem. You lead by setting standards, holding the margin line, coaching the managers who coach the sellers, and knowing which region is genuinely working and which one is telling a story.

This is a build. Four of the eight regions have no territories defined, no associates, and no pipeline. If you want to inherit a running organisation, this is not it.

• The national revenue number, and the forecast behind it — recurring revenue at activation, not at signature.
• A Vice President of Sales who runs the eleven Regional Sales Managers day to day, and the enterprise team beneath them.
• Eight enterprise Business Technology Specialists working multi-site, healthcare, education, municipal, and government accounts.
• Territory strategy — the four regions without defined territories, and the ZIP boundaries that make Schedule B executable.
• Marketing and demand generation, executed by a Marketing Manager reporting to you: brand, digital presence, sales enablement material, and recruiting marketing for a nationwide contractor force. This is a named objective with its own budget line, not something to be traded away in a difficult quarter.
• Margin discipline. Every concession a rep proposes reaches you before it reaches a customer, and the approval thresholds are yours to run.
• Deal desk: nonstandard terms, delivery commitments, and escalations that should never be a rep’s discretion.
• Attach rate across the five service lines. Voice alone does not build this business.
• The relationship between revenue and delivery, so that what gets sold can actually be installed.

• Ten or more years in revenue or sales leadership, including managing managers rather than only sellers.
• Experience leading an independent contractor or channel sales force — and a working understanding of why that is managed differently from an employee team.
• Enterprise and public-sector selling experience alongside volume SMB, because you will own both.
• Enough marketing judgment to direct demand generation without a CMO above or beside you.
• Telecommunications, managed services, or infrastructure services background.
• Comfort with margin-based compensation, and the ability to explain it to a candidate without softening the hard parts.

Salary plus performance participation on collected recurring revenue. You do not earn the Regional Sales Manager override — that is paid at one level only, and layering a second override on the same margin is not something this business can fund. Your participation is a separate instrument on a different basis, explained in full before offer.

Send a résumé and tell us how you would sequence the first six months across eight regions when four of them have no territories, no associates, and no pipeline — and which two you would build first.

DDTG’s economics are more complicated than its size suggests. Three billing bases — one-time financed equipment, per-seat recurring service, and per-site management. Commission paid on gross margin to a contractor roster, on collected revenue, with chargebacks attached. Equipment finance facilities behind the project revenue. A career school with its own funding streams, and affiliated entities that must stay financially separate.

You are being hired to make that legible and to keep it that way as it scales. The compensation model, the finance facility terms, and the margin assumptions underneath the whole sales plan all need someone whose job it is to be right about them.

We are hiring this seat now, at a size the company can carry now. Fractional CFO work is well established and suits a company at this stage. You keep your other clients. It converts to full time on a defined trigger rather than on a promise: when DDTG’s collected recurring revenue reaches the threshold written into your agreement, the role converts at a salary agreed before you start — so you know the number you are working toward on day one.

Alongside the cash component you participate in what the company builds: a performance participation calculated on DDTG’s collected recurring revenue, paid while you hold the role. It does not vest, carries no tail, and is a contractual payment obligation rather than equity or any ownership interest.

This is deliberate. A company that hires four executives at full salary against revenue that has not arrived does not get to keep them. We would rather bring in four people who can read the plan, at a size that survives a slow quarter, with a written path to full time.

• Financial strategy, planning, and the reporting leadership actually uses.
• Margin analysis by service line, and the verified numbers behind the commission model rather than modelled estimates.
• Equipment finance facility relationships, terms, and recourse exposure.
• Cash management across a business that pays commission on collection and finances its own equipment.
• Controls, audit readiness, and the separation of affiliated entities.
• Commission calculation integrity — the numbers contractors are paid against.

• Ten or more years in senior finance, including CFO or controller responsibility at a company under $50M.
• Recurring revenue and subscription economics, not only job-costed or product businesses.
• Experience with equipment finance, dealer recourse, or channel finance structures.
• Comfort in a company where you will build the reporting rather than inherit it.
• CPA or MBA preferred, not required.

Send a résumé and tell us about a commission or incentive plan you found to be economically unsound, and how you handled it.

Applications are reviewed by the Owner directly.

DDTG runs its own infrastructure rather than reselling somebody else’s: a multi-tenant voice platform, a customer and contractor portal, an RMM and monitoring stack, and the integrations between them. That is unusual for a company this size and it is the reason the support promise the sales side makes is credible.

It also means the technical estate has grown fast and carries the risks that come with that — concentration of knowledge, uneven documentation, and a roadmap that competes with daily delivery. You are being hired to bring engineering discipline to it without stopping the business while you do, and to lead the technical organisation as it grows past the people currently carrying it.

We are hiring this seat now, at a size the company can carry now. The CTO carries a direct report and supervises the technical function, so this begins as a part-time employee position rather than a contract engagement. It converts to full time on a defined trigger rather than on a promise: when DDTG’s collected recurring revenue reaches the threshold written into your agreement, the role converts at a salary agreed before you start — so you know the number you are working toward on day one.

Alongside the cash component you participate in what the company builds: a performance participation calculated on DDTG’s collected recurring revenue, paid while you hold the role. It does not vest, carries no tail, and is a contractual payment obligation rather than equity or any ownership interest.

This is deliberate. A company that hires four executives at full salary against revenue that has not arrived does not get to keep them. We would rather bring in four people who can read the plan, at a size that survives a slow quarter, with a written path to full time.

• Platform architecture and the technical roadmap across voice, portal, and managed services tooling.
• Security posture, resilience, and disaster recovery for a platform customers depend on daily.
• Engineering process — documentation, change control, and reducing single points of knowledge.
• Build-versus-buy judgment, and vendor and carrier technical relationships.
• Leadership of the technical organisation. DDTG’s Technology Principal, who built the current platform, reports to this role, as does the technical support function.
• Technical hiring and the structure of the engineering function as it grows.

• Ten or more years in technology leadership, including responsibility for production systems customers depend on.
• Real depth in telecommunications infrastructure — SIP, hosted PBX, carrier interconnection — or the humility to say you do not have it.
• Experience with multi-tenant platforms, and with the security expectations that come with holding customer data.
• The judgment to inherit a working platform built by someone else and know what to change, what to leave alone, and what to document before touching. The Technology Principal who built it reports to you and is staying.

Send a résumé and tell us about a production platform you inherited where the knowledge lived in one person’s head, and how you changed that.

Applications are reviewed by the Owner directly.

You support the executive leadership of a company that is growing in four directions at once — a national sales organisation, a managed services business, a career school, and a government contracting practice. The calendar is the least of it. The real work is making sure nothing important falls through the gap between those four things.

This is a role with unusual access. You will see compensation, contracts, candidate files, and decisions before they are announced. Discretion is not a nice-to-have here; it is the job’s foundation.

• Calendar, travel, and inbox management for the executive team — protecting time as much as filling it.
• Board, investor, and leadership meeting preparation: agendas, materials, minutes, and the follow-ups nobody else tracks.
• Document control across entities — contracts, schedules, filings, insurance certificates, and licences, filed where they can be found.
• Coordination with counsel, accountants, and outside advisors on scheduling and document flow.
• Supervision of the Administrative Assistant, who reports to you.
• Executive correspondence drafted in the company’s voice rather than in generic business English.

• Five or more years supporting senior executives, ideally in a company small enough that you did the work rather than delegated it.
• Genuine writing ability. A large part of this role is producing correspondence somebody else signs.
• Absolute discretion, and the judgment to know what should not be repeated even internally.
• Comfort with ambiguity. Priorities here change with the week, and nobody will hand you a process document.
• Microsoft 365 fluency, and the willingness to learn whichever systems we run.

Send a résumé and a short note about the most sensitive thing you have ever been trusted with at work — without telling us what it was.

Mid-level managers at DDTG are running regions, support queues, and delivery schedules without administrative support behind them. The result is that people paid to manage spend their afternoons formatting documents and chasing paperwork. This role gives that time back.

You report to the Executive Assistant, who sets your priorities, and you support managers across sales, support, field operations, and finance.

• Document preparation and formatting — proposals, agreements, reports, and presentations.
• Scheduling and coordination for managers across time zones.
• Data entry and record maintenance in the DDTG portal and CRM, accurately the first time.
• Meeting notes, action items, and the follow-up that makes them mean something.
• Expense reports, purchase orders, and vendor coordination.
• Whatever the week actually requires — this role rewards people who notice work that needs doing.

• Two or more years in an administrative role supporting more than one person at a time.
• Strong written English and a good eye for a clean document.
• Microsoft 365 fluency. CRM experience is an advantage.
• Self-direction. Remote work here means real independence, not supervision by webcam.

Send a résumé and tell us about a time you fixed something nobody asked you to fix.

Medical, prescription, dental and vision · short and long-term disability · life and AD&D · 401(k) · FSA and HSA · vacation, sick and holiday leave · paid parental leave · professional development · Employee Assistance Program

We will be straight with you: DDTG has two workforces and nobody has been minding the paperwork between them. There are W-2 employees in the office and 1099 contractors across sales and the field, growing fast in both directions. Those two populations need entirely different handling — different agreements, different records, different rules about what we can and cannot direct — and right now that work is spread across people who have other jobs.

You are being hired to own it. Build the employee side properly: handbook, benefits, onboarding, employee relations, performance. Then hold the line on the contractor side, where the paperwork has to say what it means and the practice has to match the paperwork. You will have final say on who we contract and who we let go, and you will be the person who tells a manager no when the answer is no.

This is a build, not a maintenance role. If you want an established HR department with a team under you and processes already running, this is not it. If you want to be the person who set all of that up, it is.

• Own recruitment end to end for employees — postings, screening, interviews, offers, onboarding.
• Hold final contracting and termination authority for the contractor roster. Sales Managers recommend; you decide and execute.
• Keep the two workforces properly separated — employee policy on one side, contract terms on the other — in paperwork and in practice.
• Administer benefits, and be the person people actually go to with questions about them.
• Write and maintain the employee handbook, HR policy, and the contractor engagement framework.
• Handle employee relations: concerns, investigations, and conflict, with fairness and absolute confidentiality.
• Run performance management for employees, and track deliverable and production standards for contractors.
• Keep records audit-ready, and report on what leadership needs to see — turnover, retention, cost per hire.

• Five or more years in HR, including at least two owning an HR function or leading a team.
• Working knowledge of FMLA, FLSA, ADA, EEOC, and Texas employment law.
• Direct experience administering a 1099 contractor workforce alongside W-2 staff — or a clear grasp of why that distinction matters.
• Recruiting, onboarding, benefits administration, and employee relations, hands on rather than supervised.
• HRIS and payroll fluency — ADP, Paychex, BambooHR, or similar — plus Microsoft 365.
• Bachelor’s degree in HR, business administration, or a related field. SHRM-CP or PHR preferred, not required.

Discretion, first. You will hold information about people’s pay, performance, and personal circumstances, and the organisation is small enough that a single leak would be traced to you. Second, the willingness to be the person who says the uncomfortable thing to leadership — a compliance function that only agrees is worth nothing. Third, comfort working without a template, because for the first year there mostly will not be one.

Send a résumé and a short note answering one question: describe a time you had to separate contractor and employee treatment at an organisation that had been sloppy about it — or, if you have not, tell us how you would start here. That answer matters more to us than the résumé does.

Applications are reviewed by a person, usually within a week. If we are moving forward you will hear from the Owner directly.

DDTG is an Equal Opportunity Employer. We do not discriminate on the basis of race, color, religion, sex, national origin, age, veteran status, disability, marital status, sexual orientation, gender identity or expression, citizenship status, genetic information, or any other status protected under applicable law.

DDTG is hiring eleven Sales Managers across eight regions, contractors nationwide, and a corporate team from close to nothing. Somebody has to actually find those people, and right now that somebody does not exist.

Two different kinds of recruiting sit in this role. The employee side is conventional. The contractor side is not: you are recruiting people to run their own business with DDTG as a client, on commission, with no salary and no benefits. That conversation is honest or it fails, and it fails expensively — a contractor who signs without understanding the terms leaves inside ninety days.

• Sourcing for every open role — job boards, LinkedIn, referrals, trade associations, and the DIIP Workforce Academy graduate pipeline.
• First-round screening, and the honest version of the contractor conversation before anyone reaches a hiring manager.
• Coordination of assessments, interview scheduling, and candidate communication that does not leave people waiting a week.
• Pipeline reporting: time to fill, source quality, drop-off points, and which channels actually produce.
• Candidate experience. Everyone hears back, including the ones we decline.

• Three or more years recruiting, agency or in-house. Volume sales or field recruiting is directly relevant.
• The ability to describe a commission-only 1099 engagement accurately and still fill the role.
• Comfort working remotely with genuine autonomy and outcome-based measurement.
• ATS and sourcing-tool fluency, and organised follow-up without being chased.

Send a résumé and tell us how you would explain a commission-only contractor engagement to a candidate currently earning a salary — in your own words, as you would actually say it.

DDTG is standing up a national sales organisation from nothing: eight regions, eleven Regional Sales Managers, and an unlimited contractor sales force beneath them. Every one of those managers is an independent contractor running their own region, recruiting their own people, and paid on the margin they produce.

You report to the Chief Revenue Officer and run that organisation day to day. Not by managing activity — these are contractors and that would be the wrong instrument as well as a legal problem — but by setting the standards, holding the margin line, coaching the managers who coach the sellers, and being the person who knows which region is actually working and which one is telling a story.

This is a build. Four of the eight regions have no territories defined yet, no associates, and no pipeline. If you want to inherit a running organisation, this is not it.

• The national sales number, and the forecast behind it — recurring revenue at activation, not at signature.
• Eleven Regional Sales Managers: recruiting them, ramping them, and holding them to agreed outcomes rather than to activity quotas.
• Eight enterprise Business Technology Specialists working multi-site, healthcare, education, municipal and government accounts.
• Territory strategy — the four regions without defined territories, and the ZIP boundaries that make Schedule B executable.
• Margin discipline. Every concession a rep proposes reaches you before it reaches a customer, and the approval thresholds are yours to run.
• Deal desk: nonstandard terms, delivery commitments, and the escalations that should never be a rep’s discretion.
• Attach rate across the five service lines. Voice alone does not build this business.
• The relationship between sales and delivery, so that what gets sold can actually be installed.

• Ten or more years in sales leadership, including managing managers rather than only sellers.
• Experience leading an independent contractor or channel sales force — and a working understanding of why that is managed differently from an employee team.
• Telecommunications, managed services, or infrastructure services background.
• Comfort with margin-based compensation, and the ability to explain it to a candidate without softening the hard parts.
• A record of building territory structure rather than administering one you were handed.

Salary plus a performance participation calculated on DDTG’s collected recurring revenue, paid while you hold the role. You do not earn the Regional Sales Manager override — that is paid at one level only, and layering a second override on the same margin is not something this business can fund. Your participation is a separate instrument on a different basis, and it is explained in full before offer.

Send a résumé and tell us how you would sequence the first six months across eight regions when four of them have no territories, no associates, and no pipeline — and which two you would build first.

DDTG sells to small and mid-sized businesses through a contractor sales force. This role is the other half of the market: multi-site operators, hospital and clinic groups, school districts, municipalities, large commercial construction, and government contracts. Deals that run six to eighteen months, involve procurement departments and legal review, and are worth more than a year of SMB production when they land.

You will not be knocking on doors. You will be building a small number of large relationships, navigating buying committees, responding to RFPs, and coordinating engineering, delivery, and finance around opportunities too complex for a single seller to carry alone.

One per region, eight in total, reporting to the Vice President of Sales. You work with the Regional Sales Manager in your area without reporting to them — enterprise accounts sit outside the territory registration system, and your compensation and reporting line are separate.

• Enterprise and public-sector pipeline in your region — sourced, qualified, and worked end to end.
• RFP and bid responses, including the coordination of technical, pricing, and compliance content.
• Buying committees: the operations lead who wants it, the IT director who has to run it, and the finance officer who signs.
• Multi-site solution design across voice, network, managed IT, fiber, and surveillance, with engineering support.
• Contract negotiation through DDTG’s approval process, and the handoff to delivery once signed.
• Accurate forecasting. In enterprise selling, an honest pipeline is worth more than an optimistic one.

Base salary plus commission calculated on gross margin, at rates set for a salaried seller rather than a commission-only one. You earn a share of the project margin at funding, an activation bonus when recurring service goes live, and a residual on the recurring margin for as long as you hold the role. Nothing pays before DDTG collects, and enterprise deals frequently produce more margin in one contract than a quarter of SMB production.

Full rates are covered before offer and set out in your employment agreement.

• Five or more years selling into enterprise, healthcare, education, municipal, or government accounts.
• A demonstrable record of closing deals with six-figure contract value and cycles measured in quarters.
• Comfort with RFPs, procurement processes, and public-sector purchasing rules.
• Technical credibility with an IT director. You do not need to configure a firewall; you do need to hold the conversation.
• The discipline to work a small pipeline patiently. This role fails when someone treats it like transactional selling.
• Telecommunications, managed services, or infrastructure background strongly preferred.

Send a résumé and describe the largest deal you have personally closed — the value, the cycle length, who was in the buying committee, and what nearly killed it.

DDTG bills three different ways — one-time financed equipment, per-seat monthly service, and per-site management — and pays commission to a contractor roster on collected revenue, with chargebacks attached. That is more moving parts than a company this size usually carries, and it needs someone keeping the books clean continuously rather than catching up quarterly.

You will not be setting financial strategy. You will be making sure what was invoiced matches what was sold, what was collected matches what was invoiced, and commission runs go out against real numbers.

• Accounts payable and receivable, invoicing, and collections follow-up.
• Bank and credit card reconciliation, monthly close, and a clean set of books at all times.
• Payroll input for employees, and contractor payment runs against approved commission statements.
• Matching billing to the executed order of record — catching the seat count billed at twenty-two and sold at twenty.
• Sales tax, 1099 preparation, and the year-end records our accountant asks for.
• Monthly reporting: cash position, receivables ageing, and what is outstanding.

• Three or more years of full-charge bookkeeping. QuickBooks fluency is not optional.
• Comfort with recurring billing and commission calculations — subscription businesses do not behave like job-costed ones.
• Attention to detail that borders on stubborn. The errors that hurt here are small and repeat monthly.
• Discretion. You will see what everyone earns.
• Based in or near Dallas and able to be in the office part of the week.

Send a résumé and tell us about a set of books you inherited in poor shape and what you did about it.

DDTG carries two populations that have nothing in common administratively: W-2 employees who are enrolled in benefits, and a nationwide roster of 1099 contractors who are not and must not be. This role owns the first and stays carefully out of the second.

Benefits administration at a company this size is not a full-time job, but it is a job that has to be done correctly. Enrollment windows close, qualifying events have deadlines, carrier invoices do not reconcile themselves, and a mistake in this function shows up as somebody’s claim being denied.

• Benefits enrollment for new employees, and open enrollment when it comes round.
• Qualifying life events, changes, and terminations — processed inside the deadlines that govern them.
• Carrier and broker coordination, including invoice reconciliation against actual enrollment.
• Employee questions about coverage, answered accurately or escalated rather than guessed at.
• COBRA administration and compliance notices.
• Benefits records, kept audit-ready and separate from contractor records.

• Two or more years in benefits administration, or HR with substantial benefits responsibility.
• Working knowledge of ACA reporting, COBRA, HIPAA privacy, and qualifying event rules.
• Comfort with benefits platforms and carrier portals.
• Precision. The errors in this function are quiet until they are expensive for someone.
• Discretion with health and personal information, without exception.

Not open yet. This role is defined and planned — we will post it once the employee population is large enough to need it. Register your interest and we will contact you then.

DDTG does not have a Chief Marketing Officer and does not plan to hire one. Marketing direction sits with the Chief Revenue Officer, who is accountable for the number. This role is the person who does the work.

That distinction is the whole job. You are not being hired to produce a positioning deck. You are being hired because a contractor in Ohio Valley needs something to send a prospect on Monday, a Regional Sales Manager needs a case study that proves DDTG has done this before, and a candidate in Phoenix needs to find a careers page that makes the engagement legible before they will apply.

You will be the marketing department. That means real ownership and real range — and it means writing the email, building the page, and running the campaign yourself rather than briefing somebody who will.

• Demand generation that produces qualified opportunities for a contractor sales force across eight regions.
• Sales enablement: case studies, one-pagers, proposal templates, and the proof that shortens a first meeting.
• The website — content, landing pages, search performance, and the conversion path from visit to enquiry.
• Recruiting marketing as a named objective, not an afterthought. DDTG is hiring eleven Regional Sales Managers and a nationwide contractor force. Most of them will meet us online first, and filling those seats is currently worth more than incremental lead flow.
• Email and nurture programmes for prospects who are interested but not yet buying.
• Campaign reporting measured in pipeline and applications rather than impressions.
• The Social Media Coordinator engagement — agreeing its deliverable set and signing off brand standards.

• Four or more years in B2B marketing where you built things rather than managed agencies.
• Genuine writing ability. Most of this job is words.
• Practical fluency: a website CMS, an email platform, paid search, analytics, and basic design tools.
• Experience marketing through a channel or a distributed sales force, where you do not control the last mile.
• The judgment to know when to stop polishing. At this stage, published beats perfect.
• Telecommunications, managed services, or trades marketing background is an advantage, not a requirement.

Not open yet. This role is defined and planned — we expect to post it once the Chief Revenue Officer is seated, since they should choose the person who builds their marketing function. Register your interest and we will contact you then.

First line of support for DDTG customers across cloud voice, networking, and managed IT. You take the ticket, work it as far as you can, and escalate cleanly when it needs a field visit or an engineer — with enough detail that the next person is not starting over.

DDTG runs its own support organisation rather than routing customers to a carrier call centre. When something breaks, the customer reaches us. That is the promise the sales side makes, and this role is the person who keeps it.

• Ticket intake, triage, and resolution across UCaaS, networking, and managed endpoints.
• Endpoint and softphone troubleshooting — registration, audio quality, provisioning, voicemail.
• Remote support through the DDTG platform, with clear documentation on every ticket.
• Escalation to field or engineering with the diagnostics already done.

Useful: hosted PBX or VoIP support, Windows and network fundamentals, an RMM platform, and the patience to explain something twice without sounding like it.

Not accepting applications yet. Register your interest and we will contact you when it opens.

Build and lead DDTG’s sales organization in your region. You carry a personal territory anchored in your region’s metro and earn an override on every deal closed by an associate you directly supervise, plus long-term revenue participation once your book reaches its threshold.

Every region is empty. You recruit, screen, interview and recommend your own associates rather than inheriting anyone, and you own how they turn out. Developing people is the core of this job, not a duty attached to it.

Commission is calculated on gross margin, not revenue. Everyone enters at Bronze, and your first three activated deals pay at the Gold project margin share and Gold activation multiplier while you ramp.

Location is a preference, not a requirement. The anchor metro is where DDTG believes the region is best worked from, and it is negotiable. If you know a region and can make a case for a different base, tell us in your application — we would rather have the right person in the wrong city than the wrong person in the right one.

California is divided between two regions: everything from San Luis Obispo, Kern, and San Bernardino counties northward is Northwest; everything south of that line is Southwest. South Central splits at the Temple–Belton line, and Region 3 splits at the Mississippi River.

Basis: 1099 contractor — commission, override, and revenue participation · Reports to: Vice President of Sales

DDTG’s client-facing technology role for the small and mid-sized business market, and the position the DIIP Workforce Academy trains directly into. You work with owner-operated and mid-sized businesses to understand how they actually operate, then design and sell the technology stack that fits — cloud voice, managed IT, networking, AI-assisted business tools, inside-plant fiber, and surveillance.

This is discovery work before it is selling. The reps who earn the most here are the ones who walk a building, ask what breaks, and quote the whole environment rather than the one thing they were asked about. Attach rate matters more to your income than close rate does.

• Register accounts, run discovery, and design a solution across all five DDTG service lines.
• Build accurate quotes — per-seat service plans, one-time networking bundles, per-site management, and the compliance items that get forgotten.
• Carry the deal through paperwork, porting, and cutover so the customer’s experience matches what you sold.
• Earn an exclusive territory through production. You start unassigned and hunt nationwide by registration.

• The ability to hold a business conversation with an owner and a technical conversation with whoever keeps their systems running.
• Comfort being paid on outcomes. This is commission only, with no salary, draw, or advance.
• A vehicle, a phone, a computer, and the self-direction to run your own week.
• No degree required. DIIP Workforce Academy graduates of the AI-Powered Business Technology Specialist program are encouraged to apply — that program is built for this role.
• Telecom, MSP, or office-technology background is an advantage, not a requirement. We will train the product; we cannot train the work ethic.

Three components, all calculated on gross margin: a share of the one-time project margin, an activation bonus on the first month of recurring margin, and a monthly residual for as long as the engagement continues and the customer pays. Rates rise with tier, and your first three activated deals pay at the Gold rate on the project share and activation bonus while you ramp.

Location: anywhere in the United States · Basis: 1099 contractor, commission

Build DDTG’s referral channel nationwide. You recruit and sign MSPs, IT consultants, low-voltage contractors, and office-technology dealers who encounter opportunities they cannot serve themselves — then keep those relationships productive.

You are not closing the deals. Your partners register the opportunity, DDTG’s associates close and deliver it, and you are paid on what the channel produces. The work is relationship-building and partner enablement rather than cold prospecting.

• Identify and sign referral partners across the footprint, and register each relationship properly so attribution is never in dispute.
• Train partners on what DDTG sells and, just as importantly, on what falls outside our scope.
• Keep partner-sourced deals moving between the partner, the associate closing it, and delivery.
• Report on channel production — which partners are active, which have gone quiet, and why.

• An existing network among MSPs, IT consultancies, or low-voltage and office-technology firms. This engagement is hard without one.
• Channel, alliances, or partner-management experience, formal or otherwise.
• Comfort with commission-only compensation and self-directed work.

Location: remote, United States · Basis: 1099 contractor, commission on channel production

DDTG does interesting work and almost none of it is visible. Fiber going into a building, a phone system cutting over on a Saturday night, a DIIP graduate signing their first contract, an entire sales region opening in a state we have never worked in. Right now that all happens and then disappears.

We are contracting someone to make it visible. Not stock graphics with quotes on them — real material out of a working company, published consistently enough that people start recognising the name. It is also a recruiting engagement: we are hiring Sales Managers across eight regions and contractors nationwide, and social is where most of them will find us first.

Your primary contact at DDTG is the Marketing Manager, who agrees the deliverable set with you and signs off the brand standards. Beyond that you decide when and how you work — the method, the hours, and the tools are yours.

• A published presence across LinkedIn, Facebook, Instagram, and YouTube — an agreed volume of posts each month, not a posting schedule we set for you.
• Real material turned into content: a fiber install, a cutover, a DIIP Workforce Academy graduate signing their first contract, a new region opening.
• Recruiting content. We are hiring across eight regions and most of those candidates will meet DDTG on LinkedIn before they find the careers page.
• Captions that sound like DDTG rather than a marketing department — direct, specific, no jargon.
• Comments and messages answered, with real sales or support enquiries routed to the right person promptly.
• A monthly report on what moved — reach, engagement, careers-page clicks, applications sourced.

• You have run business social accounts before. Show us the handles.
• You can write. That matters more than design skill — a plain sentence about a real install beats a polished graphic about nothing.
• Your own equipment and software: phone or camera, editing tools, Canva or similar.
• You work independently. Nobody here will be checking whether you started at nine.
• B2B or trades marketing experience is an advantage. Telecom knowledge is not required — we will explain what a cutover is.

A fixed monthly fee against an agreed deliverable set, invoiced by you and paid on DDTG’s regular cycle. No hourly tracking and no timesheets. The scope is reviewed quarterly and the fee moves with it.

Send a link to work you have run, plus one sample post — write a LinkedIn post announcing that DDTG is hiring a Sales Manager in a region of your choosing. Two hundred words or fewer. That sample tells us more than any interview would.

Inside-plant fiber and telecommunications installation — backbone runs between floors, closet-to-closet uplinks, terminations, fusion splicing, testing and certification, and the as-built documentation that makes future work possible. DDTG does not self-perform outside plant.

This is the second program the DIIP Workforce Academy trains directly into, and graduates are encouraged to apply. CFOT or equivalent certification is an advantage.

Location: United States, project-based · Basis: 1099 contractor, paid per job · Work is assigned by: the Technology Principal

Not accepting applications yet. Register your interest and we will contact you when it opens.