Sales Team Lead job description

B2B sales — Sales Team Lead
Coaches a pod, forecasts its number, and runs deal reviews.

RESPONSIBILITIES
- Design quotas and territories for a team so workloads are comparable and totals reach the plan, and name the assumptions that would break the model.
- Spot patterns across won and lost accounts, adjust the targeting criteria for your segment, and show the pipeline effect of the change over a quarter.
- Design sequences other sellers adopt, run a controlled test of one message or channel variable, and report which variant produced more meetings and why.
- Review outreach written by other sellers, name exactly why a message will not land, and supply a rewrite that measurably improves their reply rate.
- Build a referral motion other sellers can copy, covering who to ask and when, and show the pipeline it produced beyond your own accounts.
- Hand over accounts where scope was contested or the buyer was difficult, naming the risks delivery should watch, and improve the template when the same gap recurs.

REQUIREMENTS
- Experience at the Senior Account Executive level (level 3 of 5) or equivalent

REQUIRED SKILLS
Prospecting
- Account Research and Targeting — You can spot patterns across won and lost accounts, adjust the targeting criteria for your segment, and show the pipeline effect of the change over a quarter.
- Outbound Prospecting — You can design sequences other sellers adopt, run a controlled test of one message or channel variable, and report which variant produced more meetings and why.
- Cold Outreach Messaging — You can review outreach written by other sellers, name exactly why a message will not land, and supply a rewrite that measurably improves their reply rate.
- Discovery and Qualification — You can run discovery across several stakeholders in one account, reconcile conflicting accounts of the problem, and requalify deals first qualified on the wrong basis.
- Inbound Lead Handling — You can convert inbound interest into qualified opportunity at or above the team rate, and say from your own records which sources convert and which return no qualified opportunity.
- Referral and Network Development — You can build a referral motion other sellers can copy, covering who to ask and when, and show the pipeline it produced beyond your own accounts.

Deal Management
- Solution Demonstration — You can lead demos on complex or competitive deals, direct a specialist alongside you, and prepare individual attendees before the session.
- Buying Committee Mapping — You can navigate committees spanning divisions or geographies, and show how you changed the deal plan after a reorganization or a sponsor change.
- Champion Development — You can develop more than one champion on a large deal, prepare them for internal opposition, and recover the deal when one of them leaves mid-cycle.
- Sales Objection Handling — You can handle objections raised by a hostile stakeholder in front of the committee, and keep the deal moving without conceding commercially.
- Commercial Negotiation — You can lead negotiations involving procurement or legal and structure multi-year or multi-product terms, putting the case for any price exception to its approver.
- Proposal and Business Case Writing — You can write proposals for deals spanning several workstreams or legal entities, and shape them so the document works unaccompanied in a board paper.
- CRM Pipeline Hygiene — You can spot the data problems across a pipeline you do not own, chase the specific records that distort the number, and explain why they matter.
- Competitive Positioning — You can lead displacement deals, plan against the likely counter-moves of a specific incumbent, and brief the team on what worked and what did not.
- Product and Solution Expertise — You can shape a solution for a complex deal across several products or custom scope, and state what the product cannot do for it.
- Closing and Purchase Agreement — You can close a deal with several approvers by agreeing a dated close plan with the buyer, and clear the approvals on your own side before it slips.

Account Management
- Customer Onboarding Handover — You can hand over accounts where scope was contested or the buyer was difficult, naming the risks delivery should watch, and improve the template when the same gap recurs.
- Account Relationship Management — You can hold senior relationships in complex accounts and restart contact with one that has had no senior meeting for six months, bringing in internal colleagues so it does not depend on you alone.
- Renewal and Churn Prevention — You can turn around an account that has decided to leave, or agree a clean exit, and report the real reasons for churn to the business.
- Upsell and Cross-Sell — You can expand into parts of a large customer where you have no sponsor, structuring terms so the original contract stays intact.

Commercial
- Territory and Account Planning — You can plan a handful of large accounts with a written view of buying centers, competitors and sequence, and review other sellers' plans to sharpen them.
- Sales Contract Review — You can work through customer paper and heavily amended terms, and advise other sellers on a clause, with its commercial effect, before they concede it.
- Sales Forecasting — You can forecast for a team or a tangled set of deals, and challenge sellers whose numbers do not match the evidence in their pipeline.

Sales Leadership
- Deal Coaching — You can coach a seller on a large, stuck or politically awkward deal, telling them what they may not want to hear and building their judgment beyond this deal.
- Sales Enablement — You can design and run a new seller's onboarding, deciding what they need in which order and checking they are ready to sell.
- Quota and Territory Design — You can design quotas and territories for a team so workloads are comparable and totals reach the plan, and name the assumptions that would break the model.
- Sales Team Hiring and Performance — You can run hiring for a seller role from profile to offer, and set a performance plan with targets for a seller who is behind.

Delivery
- Project Management — You can keep several people's work in step across teams, agree priorities and hand-offs with them, and keep one shared task list that all of them actually use.
- Planning & Estimation — You can estimate work that spans several teams, name the assumptions behind each figure, and rework the plan when those assumptions break.
- Ownership & Accountability — You can hold accountability for outcomes delivered mostly by other people, taking the blame when it fails and passing on the credit when it works.
- Quality Focus — You can set how quality is checked on complex work shared by several teams, and you spot the problems that only appear where their pieces meet.

Craft
- Problem Solving — You can make the call on a problem outside your expertise and explain its cost, time and risk.
- Domain Expertise — You can bring in good practice from outside the organization and make it work here, and your judgment clearly improves the work you touch.
- Continuous Learning — You can judge which new ideas are worth the team's time and which are not, and you make room for the people around you to learn too.

Communication
- Communication — You can bring disagreeing groups to agreement on the facts and the next steps, and help colleagues frame a difficult or sensitive message.
- Collaboration — You can align teams with competing priorities on a common goal, surfacing the conflict early instead of letting it harden into resentment.
- Writing & Documentation — You can own the documents behind a large piece of work, coordinating contributions so that people who were not involved can carry it on.
- Stakeholder Management — You can hold senior and external relationships, negotiate between competing demands, and deliver unwelcome news without losing trust.

Leadership
- Leadership — You can lead across team boundaries, build the credibility that makes people follow you by choice, and create room for others to lead.
- Mentoring — You can develop other mentors, coach people through career decisions rather than tasks, and lift the capability of a whole team.
- Strategic Thinking — You can set direction for an area, choose deliberately what not to do, and defend that choice when it is challenged.