Head of Sales - Lusaka - Lusaka, Zambia

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To achieve consistent growth in the Group’s customer base and national sales figures by:
managing the activities of the sales team so that current activities are optimised and new business growth is achieved;
supervising, directing and assisting the decision making of the sales team so that they are motivated and trained for optimum performance and achieving/exceeding the sales targets; and, finally;
carrying out competitive negotiations at a senior level and contributing as a member of the management team to the ultimate success of the company as a whole and the achievement of its strategic objectives. Build long-term client relationships and cultivating service opportunities by leveraging the company portfolio to deliver breakthrough results to clients within their industries.
Sales Management
The role of the Sales Manager requires four primary components: A Management System (hard skills), Cadences (hard skills), Ability to Hire Effectively (hard skill) and Coaching (soft skills):
Management System: People do what managers measure. Setting and measuring meaningful KPIs (Key Performance Indicators) appropriate to each individual direct report, structured to deliver against the Sales Manager’s own individual Sales Operating Plan. Implementing structured, meaningful and appropriate processes, systems and meeting plans.
Because of the diversity and extent of the Sales Manager’s job, it is not possible to be consistently effective without a formal management system to focus activities on the 20% that will deliver the required results. Without a management system, Sales Managers will not be masters of their own destiny and their success will depend on the effectiveness (unmanaged) of the individuals’ reporting to them.
Many Sales Managers under pressure from higher management, fall into the trap of being ‘victims of circumstance’ and push (not coach) their subordinates for results. The professional Sales Manager understands the Cause = Effect equation and implements the discipline of pipeline sanitisation, Score Card processes, system, measurements and cadences to enable effective coaching for the results to be achieved consistently.
Cadences: Conducting appropriate (disciplined) reviews with each direct report. If you can’t measure it, you can’t manage it. It is the role of the Sales Manager to hold staff accountable for the achievement of the results. Without a formal review process in place, it is not possible for the Sales Manager to understand everyone’s game plan and will then be unable to provide the leadership and effective coaching required to achieve results through other people. The review process needs to cover at least the following:
To regularly sanitise the sales pipeline and resultant forecast and adjust as necessary
Review the Gap (target vs actual)
Determine if the pipeline is sufficient to cover the gap
If not, to jointly craft appropriate strategies to generate additional pipeline
To review the strategies to win each major deal
To review Account Plans (if/when appropriate)
To review and hold staff accountable for agreed actions
Hiring: Effective Sales Managers use Target Selection Interviewing (TSI) techniques against defined JDs and critical competencies to achieve at least 2/3rds good hires which have a profound effect on their revenue generation capability
Coaching: To provide a motivating environment for his/her staff. To manage, coach and lead as appropriate based on the outcomes of the reviews and field interaction with customers, colleges and stakeholders. Coaching is critical and vital, but only effective if applied against the above outcomes
With their primary function being the achievement of sales targets through other people, they must on an on-going basis, understand who their top ‘high flyer’ performers are (typically 20% of their staff), then who makes up their vital core of average performers (typically 70%), and who their bottom 10% are (typically ineffective individuals). There are differences to how each of these 3 groups are managed. The relatively few highflyers will typically produce most of the Sales Manager’s target and therefore require special attention. The Vital 70% must be well looked after and future highfliers identified and developed. The bottom ineffective individuals must be managed up or out. If not managed up or out, these non-performers typically absorb 50% of a manger’s time, with little or no return.
Maintain an extensive network of internal and external contacts to ensure that the company is optimally placed in its understanding of business, economic, political and commercial challenges and opportunities.
Manage the political landscape of the “Buying Centre” using the MCS (Managing Complex Sales) Deal Sheet for large deals to achieve the desired outcomes.
Lead relationship building initiatives with Principal Vendors including playing the lead role in negotiations with respect to pricing & procurement control.
Educate and keep the Sales team up to date on sales and business trends that affect the company.
Coach, support, mentor and challenge subordinates in the application of effective operations practices, provide advice and guidance on complex issues to minimize risk and ensure performance.
Provide the team with an empowering view of the company’s mission, vision, values and the key strategic objectives so that these stakeholders are fully aware of the current as well as future opportunities and challenges.
Sales and operations management
Recommend and manage the P&L and budget for the relevant business unit within the company and monitor financial performance so that the business is aware of anticipated costs and revenues, areas of unsatisfactory performance and improvement opportunities and that the team focuses on delivering against P&L targets to meet the company’s financial performance targets.
Lead demand-generating marketing and sales activities in the assigned market for the assigned solution.
Convert sales opportunities to wins and invoice. Track billing and survey customer satisfaction
Source and distribute relevant thought leadership and marketing material to customers.
Advise the Pricing and Decision Support function on the most appropriate solution Pricing Schedules to be applied during bid / proposal / quote development.
Manage all targeted company accounts customer relationships in collaboration with Pre-Sales and Service Delivery Management.
Collate detail on new business (pipeline, pending and actual new business) and present the progress and successes of performance against the Business Development objectives, targets, as well as against competitive benchmarks.
Attract new relationships with new customers by supporting collaborative sales efforts.
Collaborate with the gro

Key Skills
Good Business Acumen
Corporate Governance understanding
Auditing processes
Solution Sales Methodologies
Relevant Industry/Domain knowledge
Entrepreneurial
Assertiveness
Leadership
Attention to detail
Conflict management
Professionalism
Presentation
Entrepreneurial
Customer relationship management
Results Driven
Complex solution Sales & Support
Organised and thorough
Copes with change
Desire to develop & grow
Integrity, values & trust
Logical thinker
Passion for customers & excellence