Regional Sales Leader - Indirect

 

My Objective

To successfully drive profitable growth of the region. To manage a network of Manufacturer’s Representative Firms to deliver growth via existing and new account relationships, and create and close new business development opportunities within the region and across the relevant verticals. The role also bridges Belden’s Policy deployment to executable Action Plans to ensure achievement of strategic goals within the region.

Principle Job Accountabilities

  • Sales Targets

    Ownership for a defined set of sales targets aligned to the responsibilities of the role, taking accountability for meeting and exceeding these targets over a sustained period.

  • Develop Man Reps

    Develop and manage a network of Manufacturer’s Representative Firms to deliver growth in revenue in existing accounts through broadened portfolio sales. Identify, penetrate and capture organic growth opportunities through proactive target account assignment.

  • Target Accounts

    Definition of target accounts across the Manufacturer’s Representative’s teams to correspond with the commercial sales plan, and regional/territorial growth markets or verticals.

  • Action Plans

    Takes ownership for creating and executing against Manufacturer’s Representative Initiative Action Plans and achieve the desired business results.

  • Goals & Objectives

    Communicate vision, goals and objectives to the team to ensure clarity of mission and professionally manage the Firm’s Principals against those expectations.

  • Self Improvement

    Sponsor and actively engage in development of the Firm’s Associate development plans in order to create a culture of continuous self-improvement and achieve business results though increasing sales skills.

  • Coaching

    Provide targeted coaching to Firm’s Principals regarding Associates critical sales competencies that are relevant to the sales of Belden products. Identify Belden team members who can assist and train Associates where needed.

  • Reporting

    Ensure timely and accurate reporting is achieved by the Sales team as required by the business. This will include reporting on funnel opportunity management, revenue forecasts, Account Plans, specifications and SSO wins.

  • Firm Management

    Perform top grade measures with Firms who are not meeting revenue objectives or countermeasure objectives. Identify Firm talent in underperforming markets and develop new Firm opportunities.

  • Operating Systems

    Operate as a member of the platform sales management team, providing reporting and supporting commentary to management operating systems including Firm performance, activity, personnel and standard work. Contribute to management SDP.

  • Identify Trends

    Enable the business to gain solid knowledge and understanding of the region, the relevant vertical markets and the target customers, keeping aware of key players, trends, and competitor activity in co-operation with Marketing.

  • Build Relationships

    Build value-adding relationships with influencers and decision makers in those accounts where active involvement by the management role has been determined as critical for success.

Knowledge & Experience


  • Educated to degree level in Business (administration, economics) Marketing degree or relevant Engineering subject or possess a track record in professional career relevant to accountabilities of the role.
  • Experience of working within a medium to large sized international B2B organization. Experience of successfully operating in a matrix environment. Experience of working with cross functional teams including Marketing, Product Development and Finance.
  • Experience of developing and improving sales team performance via Principal management, utilizing sales leadership methodologies including account plan reviews, sales skill coaching and team objectives.
  • Experience of integration of new businesses (acquisitions or mergers) advantageous.
  • Experience of managing sales teams across multiple geographies advantageous.
  • Proven track record within a Sales role in a market relevant to the Belden organization.
  • Proven track record within a sales leadership role – experience should include management of Manufacturer’s Representatives, with demonstrable sustained sales growth in existing & new business.
  • Working experience of Miller Heiman methodology advantageous.
  • Knowledge and experience of channel (distribution) sales environment.
  • Knowledge and experience of a channel sales (distributor) environment.
  • Ability to work successfully in a fast paced and pressured work environment.
  • Demonstrate sufficient technical affinity to operate successfully in the relevant Platform both internally within Belden and with external customers.
  • Numerate, demonstrating the ability to analyse key business and financial metrics to support commercial business decisions.
  • Ability to travel domestically and internationally essential.
  • Demonstrate excellent communication skills, both verbally and in writing
  • Demonstrate analytical skills and the ability to work within a metric driven environment
  • Demonstrate a pro-active, flexible and pragmatic approach
  • English fluency to business standard essential, other languages advantageous
  • Computer literacy essential - experience of using CRM system tools advantageous
  • Demonstrate the Belden Values

Developing Critical Skills


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Business Acumen

Definition: Knows how businesses work; knowledgeable in current & possible future policies, practices, trends, technology and information affecting the business & organization; knows the competition; is aware of how strategies & tactics work in the marketplace.

Developing

Demonstrates an understanding of how business works. Understands direct sales and channel characteristics. Recognizes there are different strategies to drive results in each route to market. Needs to build a stronger understanding of the commercial drivers within Belden's customers & supply chain and avoid assumptions. Struggles to communicate with customers about topics other than Product. Misses the wider or long term impact of decisions. Does not yet demonstrate strong understanding of key metrics. Contributions to SDP are limited at this stage.

Proficient

Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his / her business and organization; knows the competition; is aware of how strategies and tactics work in the marketplace.

Advanced

Understands the business environment of different vertical market segments. Differentiates between businesses at different levels of sophistication and the likely strategic projects they will invest in. Able to navigate complex supply chain scenarios and identify the commercial drivers therein.

Customer Focus

Definition: Dedicated to meeting the expectations / requirements of internal and external customers; uses first hand customer information to provide products / services with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

Developing

Prioritizes activity and resource to give Belden the best return through it's Customers. Drives Strategic Account and Top Tier Channel Partner relationships. May often find themselves prioritizing internal, operational matters over customers. Self and team members apply current Policies to all situations. Would benefit from considering effect of policy application prior to action.

Proficient

Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

Advanced

Deep knowledge of customers marketplace and the opportunities and threats that customers face. Connects Belden's go to market strategy with addressing issues in the customers business. Is able to consistently identify and deliver win-win results.

Communication

Definition: Clearly conveys information and ideas through a variety of media to individuals or groups in a manner that engages the audience. Builds appropriate rapport. Doesn’t hold anything back that needs to be said. Provides current, direct, complete, and actionable feedback to others. Uses diplomacy and tact. Understands what others value and how to position messages.

Developing

Has regular communication with the team. Links organization strategy to long and short term goals. Communicates expectations to their team. Primarily manages team communication through email. Team's understanding of Strategic priorities or objectives can be described as patchy. Would benefit from investing time in communication to reduce the impact of ambiguity.

Proficient

Communicates effectively with their team and with wider stakeholders. Adapts their communication style to their audience. Team are clear on what is expected of them. Has a good rapport with Team. Unafraid to tackle issues with Team members promptly.

Advanced

Communicates the corporate strategy and helps their team understand their role in the broader context of the business. Engages Stakeholders across related functions to maintain open channel of communication. Sees communication as a tool for collaboration. Can move between Executive speed of communication and vocabulary to more simple forms to make complex ideas easily understood by all.

Decision Quality

Definition: Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his / her solutions are suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.

Developing

Will make a decision within an appropriate timeframe and can describe the rationale for the decision. Does not successfully identify the key measures of success for the outcome of their decision. Can demonstrate uncertainty when asked to explain their decisions. Decisions may often lead to negative and unforeseen consequences.

Proficient

Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his/her solutions or suggestions turn out to be correct and accurate when judged over time; sought by others for advise and solutions.

Advanced

Able to make complex decisions quickly by identifying the key measures of success. Comfortable in dealing with ambiguity. Aware of the consequences of the decision and balances urgency with importance when making decisions.

Negotiation

Definition: Recognizes that all participants in a negotiation have individual objectives. Is able to identify the various objectives and adapt strategies to fit the situation. Maintains focus on creating options for negotiable items while considering non-negotiable items. Always invests the effort to build a proposition that results in a win-win outcome.

Developing

Has an understanding of the objectives of the other party. Considers possible win win outcomes. Understands the impact on margin of different scenarios. Will compromise to deliver overall results to the business. Would benefit from increasing the level of preparation prior to a negotiation commencing to reduce the level of pressure and possible manipulation by the other party which can often lead to a poor commercial agreement for Belden. May struggle to achieve best results when resources from other functions are necessary. Would benefit from predictions in advance in order to select best reactions.

Proficient

Enters the Negotiation with a clear walk away point but does not prepare a trading strategy for each component of the deal. When asked for a concession, makes it conditional on receiving something in return. Considers all possible scenarios in advance.

Advanced

Reduces price sensitivity by demonstrating where Belden creates value for the Account and long term plan. Prepared for Negotiation with entry and walk away point, list of components of the deal and a clear trading strategy. When asked for a concession, makes it conditional on receiving something in return.

Managing through Systems

Definition: Successfully operates in situations where they are remote from people and their activity. Can design and implement systems and processes which enable others to achieve results while reducing or removing the need for direct intervention.

Developing

Has a clear system and process for management. Room for improvement in consistent application and use of systems and processes. May often be late to adopt new processes and systems. Does not yet provide team with direction or encouragement on systems and processes.

Proficient

Can design practices, processes, and procedures which allow managing from a distance; is comfortable letting things manage themselves without intervening; can make things work through others without being there; can impact people and results remotely.

Advanced

Validates the efficiency of existing systems striving for continuous improvement in efficiency. Responds to changes in the organization to re evaluate current systems. Implements and communicates changes to systems effectively.

Dealing with Ambiguity

Definition: Can effectively cope with change; can shift gears comfortably; isn't upset when things are up in the air; doesn't have to finish things before moving on; can comfortably handle risk and uncertainty.

Developing

Has an open and flexible approach. Looks for opportunities in changing environments. Remains positive and communicates change effectively within the team. Does not take active ownership of decisions and / or communication in the face of ambiguity and may leave the ownership of change to others. Struggles to convince team and to buy in to a change in direction.

Proficient

Can effectively cope with change; can shift gears comfortably; isn't upset when things are up in the air; doesn't have to finish things before moving on; can comfortably handle risk and uncertainty. Takes responsibility to ensure uncertainty does not affect team members' performance.

Advanced

Sees ambiguity as an opportunity to drive positive change and add value.

Drive for Results

Definition: Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line orientated; steadfastly pushes self and others for results.

Developing

Has a clear plan to meet or exceed targets using the x Matrix for their area or region. May often be distracted from key deliverables. Would benefit from more clarity about objectives and providing more clarity to team members about their own objectives.

Proficient

Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results.

Advanced

Each interaction with customers and colleagues has a pre determined objective that drives towards excellent results. Is constantly looking for more efficient use of time and resource to drive results that have largest positive impact.

Developing Direct Reports

Definition: Provides the conditions and environment to maximize the potential of others and sees the progression of their team as a reflection of their success. Takes the time to consider the individual needs of the members of the team. Stretches their team for the purpose of development and invests in coaching.

Developing

Maintains a Personal Development Plan for all direct reports. Spends some time each quarter with each member of their team. Prioritises areas of focus with each team member. Looks at talent and considers succession planning. Would benefit from investing more time in Field Visits and Coaching. Does not yet place the professional development of their team high on their agenda.

Proficient

Respects the Professional Development Plans as a right for all Direct Reports. Coaches and invests time in Field Visits to observe Direct Reports and give Coaching feedback. Sets clear development objectives and has consistency in their follow up.

Advanced

Sees Talent Management and Succession Planning as a continuous process. Considers how roles might evolve in Belden's future and profiles high potential candidates accordingly. Sees direct reports progression as a reflection of their success.