A Pipeline Plan for the SDR Seat at Dusty Robotics

Prepared for Jazzmin and the team at Dusty Robotics

By Vincent Hembrick

[email protected] · LinkedIn · (334) 524 1887

$5.8M

Qualified pipeline, self sourced

$524K

Closed won across 10 contracts

$1.7M

Active across 14 open proposals

BDR in service portfolio

About me

Ambitious Scientist

Materials science engineer with patents at J&J MedTech and Aptar. Moved into sales to get closer to the buyer.

Top BDR

Self sourced $6M in pipeline in 15 months at Certara, selling into technical buyers in a regulated, jargon heavy market.

Why Dusty Robotics

An SDR seat at a category defining robotics company with real product market fit.

Opening

Why I built this

Jazzmin, it was a pleasure to learn more about the role and how you all go about prospecting. I think I would be a great fit and really appreciate the unique, world class product you all have at Dusty Robotics. To demonstrate my AI fluency, prospecting approach, and excitement for the role I put together this pipeline plan.

It goes into detail on my understanding of the ICP, a full cadence for Marek, and walks through how I would ramp quickly. What I bring that many SDR candidates do not: a proven outbound motion built from zero at Certara, top ranked attainment in a complex regulated category, an engineering background that lets me hold a credible conversation with a VDC Director without translating, and a finished TAM, ICP, and outbound playbook I built specifically for Dusty before I applied.

Category point of view

Three forces driving robotic layout adoption now

Why this moment is different from the last five years of robotic layout pilots, and why an SDR seat working this category is the right place to be sitting.

The construction labor pool has tightened past the breaking point

The carpenter and layout crew bench is genuinely stretched across major metros. Houston is pulling skilled trades across data centers, LNG, and Texas Medical Center expansion at the same time. OT premiums on skilled layout crews typically run 50 to 100 percent above standard. A VP of Field Ops can no longer solve the schedule by adding workers because the workers are not there to add. That is the implication line that lands on a first call, and it lands every time right now.

Mission Critical and Data Center capex is rewriting the schedule

Hyperscaler power on dates are compressing year over year. AWS, Google, Microsoft, and Meta are pushing GCs to deliver in 60 to 90 day shorter windows. Schedule recovery in days is the conversation, not productivity percentages. JE Dunn measured 8 times productivity on a Mission Critical zone with FieldPrinter. Skanska pulled Sutter Health three months ahead of schedule and saved 3 million dollars. Those numbers travel in this segment because they speak the language the hyperscaler buyer is already using.

GC mandate language is appearing in framing subcontracts

Pharma and Mission Critical GCs are writing robotic layout into framing subcontracts as a requirement, not a suggestion. The trade contractor who is already trained on the FieldPrinter wins the bid. The trade contractor who is not, loses it or eats a margin hit hiring the GC's preferred sub. This is the trade pull through narrative and it is exactly why Dusty's next leg of growth lives below the ENR Top 100 layer.

Adoption is real and accelerating, but the timing and weight of each force varies by region and GC. Treat these as the three frames I lead with, not three predictions.

ICP read

Where the growth wedge sits

Dusty's published reference deck is mostly ENR Top 100 GCs: DPR, Skanska, JE Dunn, Mortenson, Turner, McCarthy, and PCI and California Drywall on the trade side. That establishes enterprise credibility. The more interesting commercial story for an SDR working this territory is the growth wedge.

Bucket 1: Mission Critical and Data Center GCs (highest velocity)

The fastest moving segment in the company's TAM today. Innovation Directors and VDC Directors at the top 10 Mission Critical practices are early adopters by job description. Pilot budgets are real, hyperscaler clients pre qualify the tool list, and schedule recovery is the conversation. This is the segment I would build my first 30 cadences against.

Bucket 2: ENR Top 100 Commercial GCs (anchor)

Already proven. The DPR, Skanska, JE Dunn lookalikes that are not yet customers, plus the deeper bench at the existing customer accounts. VDC Director and Chief Innovation Officer are the primary champions. Highest probability conversion segment when paired with a peer logo reference.

Bucket 3: Drywall and framing mega subs (expansion wedge)

The most under indexed segment and one of the highest leverage opportunities to develop. PCI and California Drywall are the lighthouse references. The unlock is the GC mandate narrative: if DPR is rolling Dusty across more projects, the framing sub on the next DPR job feels it. VP of Field Operations and Director of Self Perform are the primary buyers.

Bucket 4: Healthcare and Pharma facility GCs (adjacent specialist)

Cleanroom and lab work with tight tolerance MEP. The Truebeck 90,000 square foot life sciences build is the closest published analog. Strong fit, smaller named account universe, but a clean discovery hook into the trade contractor wedge because pharma GCs increasingly mandate robotic layout.

Bucket sizing here is qualitative, not the dollar values from my TAM map. The dollar work is in the separate working doc and would be the first thing I pressure test against the actual coverage model on day one.

Account deep dives

Two accounts I would work day one

Marek is the account that built the email Jazzmin already read. The second is a Mission Critical Innovation Director archetype to show the same motion against a different segment. Together they cover the two highest velocity wedges I would lead with on day one.

Account 1: Marek Family of Companies, Houston

Why this account, why now

Eighty year old framing and drywall mega sub. Walls and Ceilings Top 50. Houston anchored with the Eli Lilly Generation Park project landing 6.5 billion dollars and roughly 1 million square feet of API facility on a 2030 power on, 4,000 construction jobs, in their backyard. The GC has not been publicly named, which means the trades market is still open. Marek is one of a handful of framing subs at the scale to take a major scope. Marek is also not in Dusty's reference deck. Pharma tailwind, labor scarcity, and the GC mandate angle all converge on this account.

Multi thread plan

Primary: VP of Field Operations or Director of Field Operations, the field-ops persona the AE flagged.
Secondary: VDC Manager or Director of Pre Construction, the technical champion who owns BIM to field handoff.
Tertiary: President of Marek Houston, the economic buyer who feels the bid margin pressure on a megaproject framing scope.

Expected motion

First touch is the email I wrote. Multi touch cadence over 18 days runs in parallel with the LinkedIn and phone work below. Target: book a 15 minute qualification call with the field ops lead inside 21 days. Hand to the AE the moment the prospect names the project, the schedule, and the framing scope.

Account 2: ENR Top 100 GC Mission Critical Director archetype

Why this archetype, why now

The fastest converting persona in Dusty's named account universe. Director of Mission Critical Innovation or Chief Innovation Officer at a top 10 Mission Critical practice. Receives 5 to 10 cold pitches per week, triages aggressively, will take a 20 minute first meeting if the hook names a specific peer logo or hyperscaler relevant ROI. Q1 is the highest conversion window because annual pilot budgets just refreshed and Innovation Roadshows happen February through April.

Multi thread plan

Primary: Director of Mission Critical Innovation, the persona with pilot budget authority up to roughly 500,000 dollars.
Secondary: VDC Director Mission Critical, the technical champion who owns the BIM to field workflow.
Tertiary: President of Mission Critical, the cross functional sponsor who can scale a pilot to portfolio.

Expected motion

Hook is the JE Dunn 8 times productivity number on a Mission Critical zone, paired with a question about hyperscaler power on dates. CTA is a 20 minute side by side comparison against the incumbent RTS stack on a real BIM model. Target: book the discovery, hand the AE a project specific pilot conversation inside 30 days.

Archetype 2 is illustrative. The named accounts I would actually work on day one would come from the Mission Critical and ENR Top 100 cuts of my TAM map, deduped against your live CRM and current AE pipeline.

Outbound cadence

Five touch sequence into Marek

The full multi touch motion behind the email Jazzmin already read. Persona: VP of Field Operations at Marek Houston. Built on the TIPS framework for email, the Relevant Message structure for LinkedIn, the Direct to Email voicemail pattern, and the Labeling break up. No dashes. Sentence case. Subject lines under three words.

Day 1: Email pattern interrupt

The email Jazzmin already read

Subject: Eli Lilly Layout Crew

Hi Jazzmin, Saw the Eli Lilly API plant at Generation Park is targeting 4,000 construction jobs and a 2030 power-on timeline. Thought this could be timely as your Houston operation is one of a handful of framing/drywall subs at the scale to take a major scope when the trades market opens up. Tight-tolerance pharma layout is where we often see the trade economics get punishing. Houston's carpenter pool is already pulled across data centers, LNG, and Texas Medical Center expansion, OT premiums on skilled layout crews typically run 50–100% above standard, and pharma GCs are increasingly writing robotic layout into the framing subcontract itself. On a 90,000 sq ft life sciences build, Truebeck used the Dusty FieldPrinter robot to print drywall, mechanical, electrical, and plumbing layout in under 10 days, work that traditionally takes multiple weeks. Want the breakdown of how the trade crews actually ran their scope off the print? All the best, Vincent Hembrick

Day 3: LinkedIn connection with note

Relevant Message structure with a peer logo reference

Hi [first name], sent you a note earlier this week on the Lilly Houston timing. Sharing a peer reference in case it is useful: Skanska ran our robot on a Sutter Health surgery center build, pulled it three months ahead of schedule, saved roughly 3 million dollars. Closest healthcare analog to a Lilly cleanroom we have published. Open to connecting here either way.

Day 5: Cold call with voicemail and email bump

Direct to Email voicemail, references the original email subject

Hi [first name], this is Vincent with Dusty Robotics. I sent you a note on the Lilly Houston framing scope earlier this week, subject line "Eli Lilly Layout Crew." I know I am interrupting, appreciate 30 seconds to tell you why I called and you can tell me if it is worth a longer conversation. With the Generation Park trades market still open and OT premiums in Houston where they are, my assumption is your team is already pressure testing how to take a major framing scope without bleeding margin on layout. I will follow up by email with a Construction Dive piece on the Houston pharma pipeline. Wrong assumption, or worth 15 minutes next week?

Day 12: Thoughtful bump with a fresh trigger

Third party resource pattern, new piece of relevancy

Subject: Houston Capacity

Hi [first name], One more piece of context and I will get out of your inbox. JE Dunn ran our robot on a Mission Critical zone and measured 8 times the productivity of a manual crew, one operator and a day and a half per floor against 4 to 8 layout workers for two weeks. The reason it travels is that pharma cleanrooms and data center white space share the tight tolerance MEP problem. If a 15 minute conversation on how a robotic layout line item shows up in a major framing bid is useful, happy to walk through it. If timing is off, I will check back when Lilly names the GC. Vincent

Day 18: Break up email with labeling

Labeling framework, no pressure, leaves the door open

Subject: Closing Loop

Hi [first name], Seems like my timing is off, or am I completely off the mark on the Lilly framing angle for Marek? Either is useful to hear. If the right person for this conversation is someone else on your team, I would appreciate a pointer. Either way, I will stop reaching out after this note. Vincent

Every body line follows the no dashes rule, the under 75 word target, and the soft CTA pattern from my Outbound OS playbook. Tone calibrated to Dusty's "Love, Layout and Robots" voice: plain spoken, jobsite grounded, peer to peer, never pitch slap.

First 90 days

How I would ramp at Dusty in my first 90 days

Tied to the tools, customers, and segments the JD names. Built so I am hitting ramp quota by end of phase two and shipping a contribution back to the team by end of phase three.

DAYS 1 TO 30

Absorb the FieldPrint Platform, the playbook, and the named account list

Run a full FieldPrinter 2 demo end to end. Walk the Portal as if I am a VDC Director. Internalize the Floor Elevation module use case for data centers and hospitals. Be able to deliver the demo unaided by day 30.
Study the published customer stories until the numbers are reflex. Skanska Sutter Health 3 months and 3 million dollars. JE Dunn 8 times productivity. Mortenson 80,000 dollars in direct savings. 10,000 to 15,000 square feet per day with one operator. Over 100 million square feet printed.
Shadow other SDRs and the AE team on at least 15 customer calls. Sit with the SMEs who join deals. Take notes Jazzmin can read.
Stand up the tool stack the JD names: Salesforce, Gong, LinkedIn Sales Navigator, ZoomInfo. Layer Clay and Claude Cowork on top for the agentic and AI work the JD calls out specifically. Build a personal workflow that compresses research to under five minutes per account.
Build a competitive matrix against HP SitePrint, Rugged, Civ, and the RTS incumbent stack. Pull the one liners I would actually use on a call, not feature comparisons.
Score the first 75 named accounts against my TAM map. Two cuts: Mission Critical and Data Center Innovation Directors, and ENR Top 100 VDC Directors. Dedupe against the live CRM and current AE pipeline.

DAYS 30 TO 60

Execute the cadence at full volume, hit ramp quota, roleplay every objection

Run the four touch base cadence against the Mission Critical Innovation Director list and the five touch Marek style cadence against the framing mega sub list. Two parallel motions, not one.
Hit the activity bar: 60 to 80 calls per day, 40 to 50 personalized emails, LinkedIn touches layered on top. Maintain zero inbox the JD calls out as a success signal.
Travel to one event in this window. World of Concrete adjacent, ENR FutureTech, or BuiltWorlds depending on calendar. Prebook 10 meetings. Own the booth shift Jazzmin gives me.
Roleplay the three objections that will eat new SDRs alive. "We tried robotic layout and it did not work." "We already use Trimble." "Send me some info." Daily reps with a peer or with Jazzmin until the responses are reflex.
Book first qualified meetings. Gather feedback after each demo. Share what is landing back to the SDR team in writing, not in a Slack thread that disappears.

DAYS 60 TO 90

Analyze the funnel, ship a personal playbook, signal AE track readiness

Pull the numbers. Calls to connections. Connections to meetings. Meetings to qualified opportunities. Identify the bottleneck. Stop guessing where the funnel leaks.
Hit ramp quota for qualified opportunities passed to AEs. Convert the first two or three to advanced stage so the pipeline picture is real, not aspirational.
Publish internal battle cards against HP SitePrint, Rugged, and the RTS stack. Use them with the AEs. Share with the next SDR hire so the second hire ramps faster than the first.
Document a personal playbook. What is working in Mission Critical. What is working in framing mega subs. Where I would invest next quarter. Give Jazzmin something concrete to react to.

Year one commitments

What I would hold myself to

Assuming a standard SDR ramp and a quota conversation with you and the team in month one.

Quota attainment

Ramp to full quota production by end of Q2. Deliver 100 percent of annual quota by end of Q4, with stretch of 110 to 120 percent.

Pipeline mix

At least two thirds of self sourced pipeline coming from the two highest priority segments: Mission Critical and Data Center GCs, and Drywall and Framing Mega Subs. The remainder split across ENR Top 100 anchors and Healthcare and Pharma facility GCs.

Expansion motion

Partner with the AE team on at least three trade contractor pull through plays anchored to existing ENR Top 100 customers. Turn the GC mandate narrative into an actual sequence, not a slide.

Strategic contribution

Publish internal battle cards for the top three competitive scenarios. Contribute at least one improvement to the outbound playbook that peer SDRs adopt. Make the second SDR hire faster to ramp than I was.

Conference ROI

Treat World of Concrete, ENR FutureTech, AGC Innovation Summit, and BuiltWorlds as measurable top of funnel investments. Report specific pipeline attribution from each event back to you and the marketing team.

Closing

Jazzmin, thank you again for the time. This document is not a finished plan. The numbers, the named accounts, and the cadence will all shift the moment I have access to your CRM, your AE coverage map, and your actual product roadmap.

What will not shift is the posture: jobsite grounded, numbers driven, and committed to helping scale the SDR motion at Dusty. If any of this misses the mark, that is useful feedback for me. Either way, looking forward to the conversation.

Vincent Hembrick

[email protected] · LinkedIn · (334) 524 1887