VP of Sales

VP Sales, X Region | VP Sales & Marketing

 

My Objective

Successfully lead the Sales organization which includes {vertical sales / channel sales / global accounts / strategic accounts / indirect man reps} and drive profitable growth of the region. The role is pivotal in transferring the Company's strategy into timely and practical execution; ensuring the organization is structured, resourced, directed, and capable to deliver against the requirements of the business plan and the strategy. Proactively drive sales initiatives to successfully deliver against forecast on a quarterly and yearly basis.

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.

  • Execute Sales Plan

    Strategically plan, develop and execute against Sales Plans to meet the strategic goals of the organization and drive profitable growth.

  • Implement Programs

    Lead and implement programs to optimize against targets. Including customer account reviews, embedding sales processes and tools, organizational design of teams and management of performance.

  • Reporting

    Measure/report business performance utilizing Belden tools and methodologies. Provide commercially focused input to support the Executive Leadership Team’s decision making process.

  • Drive Initiatives

    Take ownership and accountability to proactively identify, build and drive sales initiatives to achieve quarterly and annual forecasts.

  • Competitive Benchmarking

    Build a strong appreciation of the competitive market, keeping abreast of key trends, predictions and activities to ensure the sales organization has strong professional relationships with key influencers.

  • Building Relationships

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

  • New Opportunities

    Drive business development activities through the region including identification of new market opportunities

  • Cross-Department Functionality

    Form positive working relationships with critical business functions to ensure speedy issue resolution, proactive sharing of business intelligence and coordination of activities.

  • Coaching

    Act as a coach to the sales management team in the region to develop further their sales leadership skills and promote their career development within the organization.

  • Vision & Goals

    Communicate vision, goals and objectives. Provide timely and relevant communication to the team to enable  maximum performance to potential and understand their role in Belden's growth.

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 organisation. Experience of successfully operating in a matrix environment
  • Experience of managing change including organizational change - international context advantageous
  • Experience of developing and improving sales team performance
  • Experience of working with an applying robust sales processes and tools – CRM, funnel management etc
  • Experience of Miller Heiman methodology advantageous
  • Experience should include {managing an international customer base, strategic management of pricing and integration of new businesses (acquisitions or mergers)}
  • Proven track record within a sales leadership role (channel and end users) – experience should include responsibility for sustained sales growth in existing & new business {and multiple countries}
  • Demonstrate sufficient technical affinity to operate successfully in the relevant Platform both internally within Belden and with external customers
  • Proven track record in a channel or end user sales associate role within a relevant industry to Belden highly advantageous
  • Numerate, demonstrating the ability to analyze key business and financial metrics to support commercial business decisions
  • Demonstrate excellent communication and presentation skills, both verbally and in writing
  • Ability to travel in order to fulfil the duties of the role essential
  • Proven ability to work successfully in a fast paced and pressured work environment
  • Demonstrate a pro-active, flexible and pragmatic approach
  • English fluency to business standard essential, other languages 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

Knows how business work. Understands direct sales and channel characteristics and uses different strategies to drive results in each route to market. Demonstrates knowledge of key customers and competition but limited detail. Can quote metrics but does not demonstrate understanding of how these contribute to achieving strategic goals, adds limited value to performance commentary. Makes assumptions about the commercial drivers within Belden's customers and supply chain that are not informed by detailed knowledge.

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. Invests time to educate themself. Provides accurate and insightful input to SDP including KPI / TTI reporting and commentaries.

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. Understands the organization's external threats and opportunities and uses this knowledge in their role. Decision making is driven by the bigger picture and by information from multifunctional sources.

Customer Focus

Definition: Dedicated to meeting the expectations / requirements of internal and external customers (includes key Channel Partners); 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. Team is not yet organized to best serve the customers. Would benefit from investing more time with customers, 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 - sought out by others to assist in complex situations.

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. Aligns team structure and processes to meet customer needs.

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. Primarily relies on communicates via email. Does not make themselves accountable for creating awareness on specific issues. Is not yet a visible leader to the Team. Would benefit from providing clearer direction and vision to others. Does not successfully collaborate with other functions to achieve results. May not be comfortable in a wide range of environments, e.g. social, group.

Proficient

Maintains open lines of communication with the Account Team and the Account. Issues regular updates and tailors their communication to their audience. Takes ownership of this process. Creates clear communication channels with the Team to explain vision, goals and objectives. Encourages managers to cascade information to the Team and enables a feedback loop. Collaborates cross functionally to achieve results. Comfortable communicating with others across a broad spectrum of environments.

Advanced

Engages the Internal and Account Teams with regular and relevant messages. Is able to promote communication between Belden and the Account through relevant business reasons and sets clear expectations. Creates compelling messages to target groups in order to achieve results and influence. Coaches managers and Team to enhance their communication capabilities. Role model to others for their communication skills.

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 and can describe the rationale for the decision. May struggle to make decisions in the appropriate timeline. Can be a cause of frustration to others in their decision making - requesting too much data, taking too long to make the call or superficial analysis and lack of consideration for impact. Does not successfully identify the key measures of success for the outcome of their decision. Decisions may often lead to negative and unforeseen consequences.

Proficient

Makes good decisions 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. 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 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. Struggles to navigate internal groups within Belden, may find themselves in conflict internally on a frequent basis without resolution. Would benefit from more preparation prior to commencing a negotiation.

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. Is comfortable dealing with conflict and can resolve issues. Identifies their Belden network and leverages this to achieve success for the 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. Coaches managers and the Team on how to use the internal network of Belden effectively. Is sought out by others internally to help conflict resolution.

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. Application and use of systems and processes is not yet consistent. Doesn’t yet demonstrate continuous improvement and is late to adapt processes and systems to evolving business needs. Would benefit from providing the team with direction or encouragement on use of systems & processes. Manages the day to day by a hands on approach.

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. Intervenes when required but can also let other matters resolve themselves. Motivates manages to establish processes / procedures that achieve alignment. Embraces SDP and other processes and systems, shares and builds knowledge in others.

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. Teams are empowered to deliver results. Acts as a coach / role model to others for SDP and other systems and business processes. Coaches others to share knowledge and encourages sustainable processes so not reliant on one individual.

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 within the team. Does not encourage their managers to take ownership to changes. 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 other functions 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. Selects and develops managers who are able to lead a team through change. Able to create robust action plans / strategies despite ambiguity in direction. 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. Managers in the team are able to make unclear direction clear to others. Team can create and implement robust action plans with minimal direction. Able to inspire others and create vision. Coaches others on strategies to deal with ambiguity and uncertainty.

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. Would benefit from giving more clarity about the objective and demonstrating a higher sense of urgency. Results are consistently below target. Fails to make decisions to resolve issues within appropriate timelines. Does not yet foster a results focused environment in the Team.

Proficient

Breaks down key results into leading indicators for the Regional and their Team. Tracks leading indicators and takes early action to protect the delivery of the result. Uses tools such as goal setting, regular reviews, action plans to motivate and drive others. Develops (and hires) result focused managers.

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 managers accountable for Team results. Proactively makes decisions within an appropriate timeline. Creates efficiencies within the function by identifying ways of delivering results with less resources.

Problem Solving

Definition: Uses a breadth of methods to identify root causes and identify effective solutions and counter measures. Is honest and probing in their analysis; looking beyond first answers.

Developing

Prioritizes issues and takes a range of opinions and options in developing action plan. Models the effect of different scenarios before acting. Problem solving addresses the short term issue but often does not identify and address core issues. May jumps to conclusions with insufficient data or analysis. Does not yet see value in using problem solving tools for complex issues and does not encourage the Team to utilize these. Decisions may take too long due to volume of data requested from the Team.

Proficient

Takes an objective and fair view of the factors concerned. Establishes the facts before acting. Involves others considers systems and protocols that avoid repetition of the problem. Uses key data points such as account plans, sales funnel, revenues to inform their decision making. Demonstrates a logical approach. Uses appropriate models to check understanding and test hypotheses.

Advanced

Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers. Can evaluate key metrics and ratios relating to Funnel, Revenues, Activity and Resource allocation. Identifies clearly the core issues relating to a topic and able to think laterally around problem solving and value creation. Builds processes that allow for information sharing and for reaching collaborative solutions where appropriate. Sought out by others for guidance in resolving complex problems. Coaches the Team in problem solving techniques.

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 with each member of their team. Prioritizes 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. Drives for short term results in developing others and often misses the long term picture. Would benefit from encouraging their managers to develop the Team and proactively assigning tasks to stretch others to support development. May see development as the responsibility of HR.

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. Creates a Team culture that encourages development and growth - stretch assignments, feedback. Holds managers and self accountable for development and performance discussions with the Team. Knows the performers and potentials in Team and considers their movement in Belden. 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. Hires and develops managers that produce great talent. Exports talent to other Belden functions. Matches people to the right situations and works to provide opportunities to develop / enhance capabilities.

Strategic Agility

Definition: Demonstrates and applies understanding of future consequences and trends to create competitive and breakthrough strategies; motivates others to action by communicating a compelling vision and strategy.

Developing

Sees trends in the market and where Belden can leverage competitive advantage. Utilizes external and internal strengths to minimize weaknesses. Primarily focused on tactical, short term, reactive activities rather than Strategic. More comfortable discussing operational issues. Would benefit from providing their Team with a clearer view of the future and the Belden vision. Action planning does not demonstrate a clear and realistic approach to pursue the vision. Would benefit from increasing depth of understanding of industry trends, customer strategies and complexities in the market place.

Proficient

Considers medium and long term trends and drivers. Sets an annual plan for the territory that aligns with Belden's long term goals. Looks for customer needs that can realize Belden's areas of focus. Modifies systems to support the strategy; changes metrics, job responsibilities, information reported. Coaches managers and the Team in how to translate Belden strategy into tactical plans.

Advanced

Has broad knowledge and perspective. Can anticipate future consequences and trends accurately. Can create competitive and breakthrough strategies and plans. Can easily pose future and “what if” scenarios. Can identify multiple aspects and impacts of issues and project them into the future. Can bring several unrelated streams of information together to form a compelling vision. Can identify the critical few issues and opportunities facing the business. Is able to comfortably adjust between strategic and tactical level thinking. Helps others see the vision, develop actionable plans and realize the vision. Sought out by others for knowledge in industry trends and best practices.