About Rendevor Dialysis

Rendevor Dialysis provides on-site dialysis programs to hospitals, skilled-nursing facilities, and correctional systems, with home dialysis launching in select markets. Close to 100 programs across 27 states, roughly 500 employees. Hospitals are sold primarily as a traditional turnkey program in which we deliver and manage the full service, with a collaborative care model available where a hospital prefers to in-source. Our corrections division serves the Federal Bureau of Prisons, state departments of corrections, county jails, and the healthcare contractors that serve them. We are founder-led and family-owned with no outside investors.

Our Mission

To reduce the risk and burden of dialysis, wherever it's needed, through dependable partnerships and care that fits each patient's life.

The market you would be marketing into

This matters more than anything else in this description, because it determines what good looks like.

On-site dialysis is a price game. Buyers do not reward clinical differentiation that strays from the middle, because dialysis is a life-or-death therapy for an acutely ill population and novelty reads as risk. What they do reward is commercial creativity: operating models, pricing structures, and joint ownership arrangements that improve their economics without adding clinical risk. Beyond differentiated selling points, relationships tend to win the day.

The mission

Build account-based marketing coverage of a finite, named universe of institutional buyers, sustained and relevant enough that cold outreach from our sales team is met with openness instead of silence. You own Rendevor's marketing, brand, digital, advertising, lead generation, and communications functions, and the departmental P&L behind them.

What you would build

The account universe, which only partially exists today

• The named list. Every hospital and every SNF operator by setting, state, and metro, with buying committees mapped. This is the foundational artifact and everything downstream depends on it.

• Tiering, and the resource allocation that follows. Strategic multi-site systems earn executive-level, portfolio-specific work. Standard standalone accounts get scaled email, LinkedIn, and account-addressable media. The tiering decides where the money goes.

Economic content, which is the content that works here

• Turn our analytics into marketing.

• Make the commercial model legible. Den models, joint ventures, capital relief, risk sharing. Buyers tell us plainly that absorbing the build cost is the single biggest unlock. That story needs to be told well and told often and presented in a way that translates well to audiences that may not have much experience or comfort with dialysis or complex financial arrangements.

• Answer the objections that actually stop deals.

Credibility, which is the table stakes

• Finish the website rebuild, already underway with an outside agency on a decided direction: proof above the fold, scale and track record first, the unknown-vendor fear answered inside fifteen seconds.

• The proof stack: case studies, named references, testimonials, peer economics. Buyers here have been burned by over-promisers and want to see another operator's numbers.

An AI-enabled operating model, built by using it yourself

• Generative and agentic tools embedded in research, account analysis, content production, competitive intelligence, and reporting.

• Governance you write, covering human review, factual accuracy, brand consistency, intellectual property, privacy, and HIPAA and PHI safeguards.

The field, and the sales team

• The marketing engine behind our conferences. Most of our post-acute partnerships have started at an event. Sales decides which events to attend, attends them, and owns every relationship started there. You make the room worth working: event selection input, the stand and its build, collateral and demo assets, pre-event target lists and outreach, on-site logistics, lead capture into the CRM, and the follow-up sequence sales inherits the next morning. Marketing attends when an event needs marketing support.

• Setting-specific sales collateral, physical and digital, that makes Rendevor look like the national operator it is. This one serves every division, Corrections included.

• A two-sided service-level agreement with the SVP of Sales. You owe a defined volume of engaged accounts per segment per quarter. Sales owes working every one inside an agreed window and dispositioning it in the CRM with a reason. Both halves enforced, with a monthly review of what got rejected and why.

The team, the vendors, and the budget

• You inherit a director who holds brand stewardship and a contracted creative director, and you structure and hire from there.

• Agency and technology partners managed selectively, with enough personal expertise to challenge a recommendation and end an engagement that is not earning its keep.

• Departmental budgets, forecasting, full accountability for marketing expense, and honest performance accountability for your direct reports.

• Partnership with Sales, Operations, IT, HR, and executive leadership to connect CRM data, campaigns, analytics, and AI capability to commercial outcomes.

How success is measured

Not by leads. In a market where nobody raises their hand, lead counts measure the wrong thing and reward the wrong accounts.

• 90 days: the named-account universe built and tiered, lead capture and attribution live, a countersigned marketing-to-sales SLA, and a baseline acceptance rate so there is something to prove against.

• 180 days: the full play running end to end on one setting in one geography, with a treated group and a held-back control, and a written playbook another segment can copy.

• 12 months: coverage across the priority settings, an account engagement score sales actually uses to prioritize its week, and a defensible acceptance-rate lift.

What we are looking for

• You have marketed a high-value service or system to a finite list of institutional buyers. Healthcare services, medical devices sold through value analysis committees, outsourced clinical services, or enterprise accounts marketing all fit. This is the single most important requirement.

• Account-based marketing is a discipline you have actually practiced, not a term you have heard. You have worked with named target lists, buying committee mapping, tiered plays, account engagement scoring, and field marketing in service of a direct sales force.

• You are comfortable with economic content. You can sit with a financial model, understand what drives it, and turn it into something a chief financial officer or an operator will read and act on.

• Ten or more years of progressive marketing leadership, preferably in healthcare, healthcare services, medical devices, or another complex regulated environment.

• You have marketed into long, multi-stakeholder sales.

• You are genuinely hands-on with generative and agentic AI, not a sponsor of it. You design prompts, build workflows, evaluate output critically, and know where a human has to stay in the loop.

• This is a small team supported by agencies, not a department. You will write, brief, build the account list, and work inside the CRM yourself.

• You can operationalize a finished brand platform rather than restart one. Finishing someone else's good work has to sit well with you.

• Working knowledge of healthcare regulation, patient privacy standards including HIPAA, and compliance in communications, including responsible AI use and protection of PHI.

• Executive presence with hospital and operator leadership, and the credibility to sit across from a chief financial officer or a multi-site owner and hold the conversation on your own.

• Comfortable with travel, ambiguity, and a hands-on founder who will stay close to this function while it is built.

Nice to have

• Post-acute, hospital, dialysis or renal/on-site healthcare services experience.

• Awareness of government contracting and procurement dynamics.

• Experience marketing alongside a sales function that was being built at the same time.

• End-to-end tradeshow and field marketing program experience.

• Agency management, including the judgment to end an engagement that is not earning its keep.

Reporting and Travel Requirements:

You report to the President and CEO. The position is based in our corporate office in downtown Austin, Texas, with light regional and national travel.

Work Environment:

This job operates in a professional office environment and routinely uses standard office equipment such as laptop computers, phones, and photocopiers and scanners. The role may involve visits to dialysis units in hospitals, correctional facilities, or post-acute settings.

Physical Demands:

The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. While performing the duties of this job, the employee is regularly required to talk or hear. To perform the essential functions of this job, the employee is required to continually stand, walk, twist, crouch, use hands to handle or feel, and reach with hands and arms. This position requires the ability to push, pull, and lift up to 50 pounds. Specific visual abilities required by this job include close vision and ability to adjust focus.

Rendevor Dialysis is an Equal-Opportunity Employer.