Vertical Sales Leader

Vertical Sales Manager | Vertical Sales Director | Regional Sales Leader | Sales Director | Director Strategic Accounts

 

My Objective

To successfully drive profitable growth of the defined vertical market(s) within a region. To manage a professional Vertical Sales team to deliver growth via existing and new account relationships and create and close new business development opportunities within the vertical market(s).

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.

  • Lead Sales Organization

    Create, develop and lead a professional and high performance sales organization to deliver growth in revenue in existing accounts, maximise share of wallet and develop new accounts.

  • Target Accounts

    Allocation of target accounts and assigning appropriate personal targets/objectives. Review individual performance and make quality recommendations for compensation purposes.

  • Vision & Objectives

    Communicate vision, goals and objectives and manage team against those expectations. Provide timely and relevant communication to enable them to perform to their maximum potential.

  • Cultivating Self Improvement

    Ownership for creating, reviewing and executing individual development plans in order to create a culture of continuous self-improvement and achieve business results though increasing the sales skills of the team.

  • Sales Coaching

    Provide coaching to develop critical sales competencies & improve individual performance levels. Utilize the tools available internally and achieve alignment to the Miller Heiman methodologies.

  • Reporting

    Ensure timely and accurate reporting by the Vertical Sales team. Includes reporting on funnel opportunity management, revenue forecasts, Account Plans, specifications and SSO wins.

  • Cross Functional Relationships

    Operate as a key stakeholder in the Sales function to create strong cross functional relationships across the region to extend influence and control through the value chain.

  • Target Customers

    Gain solid knowledge and understanding of the vertical market(s) and the target customers, keeping aware of key players, trends, and competitor activity, in co-operation with Vertical Marketing.

  • Value Add 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.

  • Fact Based Input

    Provide fact based input to Business Platforms to help specify new customer requirements and successfully define customer and vertical market propositions that add quantifiable value for the customer.

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 organization. Experience of successfully operating in a matrix environment. Experience of working with cross functional teams including Marketing, Product Development and Finance
  • Proven track record within a Sales role in a market relevant to the Belden organization
  • Proven track record of being able to deliver sustained sales results, including experience of key / large accounts, end user selling, growing existing customer accounts and developing new accounts across multiple territories
  • Knowledge and experience of a channel sales (distributor) environment
  • Experience of managing a sales team including end-user sales. Experience of allocating sales resources to accounts / geographies / markets to meet the needs of the business. Experience of managing sales teams across multiple geographies advantageous
  • Experience of developing and improving sales team performance via a variety of sales leadership methodologies including account plan reviews, sales skill coaching and team objectives. Working experience of Miller Heiman methodology advantageous
  • Demonstrate sufficient technical affinity to operate successfully in the relevant Platform both internally within Belden and with external customers
  • Demonstrate excellent communication skills, both verbally and in writing
  • Demonstrate analytical skills and the ability to work within a metric driven environment
  • Ability to work successfully in a fast paced and pressured work environment
  • Demonstrate a pro-active, flexible and pragmatic approach
  • Ability to travel domestically and internationally as required to perform the duties of the role
  • Computer literacy essential - experience of using CRM system tools advantageous
  • English fluency to business standard essential
  • Demonstrate the Belden Values

Developing Critical Skills


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Negotiating

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

Demonstrates an understanding of the objectives of the other party. Considers possible win win outcomes in a negotiation. 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.

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. Is able to work successfully across the Belden organization.

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. Identifies their Belden network and leverages this to achieve success.

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

Is able to 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. Able to explain decisions with certainty. Makes decisions in an appropriate timeline.

Advanced

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

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

Communicates expectations to their team. Has a regular schedule for communicating one to one and as a team. Primarily manages team communication through email. Does not successfully collaborate with other functions to achieve results. May not be comfortable in communicating internally with other business leaders.

Proficient

Communicates effectively with their team and with wider stakeholders. Adapts their communication style to their audience. Is able to use data effectively to support their communication goals. Communicates with credibility in internal forums including SDP reviews, round robins, etc. Collaborates cross functionally to achieve results.

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.

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

Understands customer objectives. Can prioritize activity to give most value to customers. Often prioritizes internal, operational matters over customers. Does not yet invest sufficient time with customers (internal & external) , building key relationships.

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. Regarded by customers as trustworthy and reliable partner.

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. Organizes the team to best serve the customers.

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 good understanding of Sales Pipeline and results. Can see gaps in funnel and puts countermeasures in place. May not demonstrate a high sense of urgency and clarity about the objective. Results are not consistently on target (or above). Would benefit from identifying issues that need resolution and execute against these within an appropriate timeline.

Proficient

Breaks down key results into leading indicators for the Region and their Team. Tracks leading indicators and takes early action to protect the delivery of the result. Uses Belden sales tools to inform their knowledge of results. Develops (and hires) result focused team members.

Advanced

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. Holds team members accountable for results and provide feedback.

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. Does not take active ownership of decisions 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 comfortable handle risk and uncertainty. Takes ownership for managing change in their team. Can convince team to change without always having concise clarity or design.

Advanced

Sees ambiguity as an opportunity to drive positive change and add value. Able to create and implement robust action plans with minimal direction. Coaches the team on how to deal with ambiguity and uncertainty.

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 time each month with each member of their team. Would benefit from investing more time in Field Visits and Coaching. When hiring places insufficient emphasis on track record. May often hire based on subjective rapport and network of contacts. Does not yet place the 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. When hiring has a clear set of competencies, skills and values for each vacancy, prepares for interviews with a tailored ,thoughtful approach. Holds themselves accountable for development and performance discussions with the Team. Manages performance, poor performance and high performance.

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. Uses a competence profile to benchmark talent. Applies rigorous assessment to uncover strengths and weaknesses. Hires the best people available from inside or outside; is not afraid of selecting strong people. Invests time to develop / enhance capabilities of the team.

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

Uses Belden systems and tools (SFDC, SDP, Blue Sheet, Gold Sheet) where required by their manager / function. 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 use of SFDC, Blue Sheet, Gold sheet, etc.

Proficient

Can make things work through others without being there; can impact people and results remotely. Intervenes when required but can also let other matters resolve themselves. Embraces processes and systems, shares and builds knowledge in the team. Can design practices, processes and procedures which allow managing from a distance.

Advanced

Responds positively and proactively to changes in the organization to re- evaluate current systems. Implements and communicates changes to systems effectively. The team are empowered to deliver results. Acts as a coach / role model to others for processes and systems.

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. Uses knowledge to inform decision making. Provides accurate & insightful input to SDP.

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.