Senior Manager: Enterprise Sales | IT Recruitment

Job Purpose:

Senior Manager: Enterprise Sales is to manage the day-to-day activities of the enterprise sales team, assist in the design of large complex deals, Customer facing presentation and ensure execution of the RAG (Retain, Add, Grow) Strategy whilst continually work on building a well-balanced winning culture. The SE: ES needs to ensure there is a consistent rhythm focused on team communication, Sales Activity, Pipeline Generation, and Account Management in conjunction with the strategy, goals and objectives set out by the Head of Sales. It is imperative that the SE: ES builds and maintains long-term client relationships whilst cultivating new opportunities by leveraging off our solutions portfolio to deliver breakthrough results to clients and the business unit.


Educational requirements:

  • Grade 12
  • Stratham & Bryce Sales Management or the equivalent
  • Stratham & Bryce Sales 101 / 102 or the Equivalent


Years of Experience

  • 8 years Sales experience in the Enterprise sales
  • 5 years Sales team management experience
  • 10 years Office Automation experience


Other requirements

  • Good negotiation skills
  • Good management and leadership skills
  • Ability to negotiate at “C” level
  • Good computer skills including Microsoft Office suite
  • Good understanding of IT applications in Office Automation
  • Good written communications skills in drafting tenders and proposals


Key Responsibilities:


  • Meeting and growing Revenue and Gross Margin goals according to budget.
  • Ensure a healthy and qualified pipeline.
  • Maximize profitability on all deals and ensure correct profit allocation to the participating divisions within ADS.


  • Ensure appropriate coverage and activity throughout all sales executives account portfolios or Verticals.
  • Ensure overall customer satisfaction and customer retention.
  • Customer entertainment & relationships
  • Identify and target new customers.

Internal Processes

  • Manage and drive all sales related meetings, reporting, processes, and tools.
  • Ensure accuracy, completeness and validation of sales processes and company requirements.
  • Maintain and develop a high level of sales, product, and business knowledge.

Human Capital

  • Build and maintain a healthy team culture of a high performing sales team.
  • Ensure that all staff work according to and embrace the company values
  • Identify, understand, and manage personal development requirements among team members
  • Empower and share knowledge to grow team strengths
  • The role of the effective Sales Manager requires four primary components: A Management Updated on: 2 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 sanitization, Score Card processes, system, measurements, and cadences to enable effective coaching for the results to be achieved consistently.


  • 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 each individual’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 sanitize 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
  • Ensure KPI’s are met


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


  • 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 ‘highflyer’ 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 OPCO 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. Updated on 3
  • Educate and keep the business unit up to date on sales and business trends that affect the OPCO.
  • 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 sales team’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.



  • Revenue under management – Enterprise Revenue Target
  • Budget under management – None


Communications & Working Relationships:


  • Head of Sales
  • Departmental Communication
  • Team Communication


Reasons for Interaction:

  • Reporting, alignment & strategy
  • Ensure consistency and collaboration with other internal departments requirements, objectives, and goals.
  • Ensure Sales Executives are aligned to the company’s goals and objectives.



  • Customers

Reasons for Interaction:

  • Customer facing sales interactions promoting our solutions, Services, and value propositions


Core Compatibility:

Sales and Operations Management

Recommend and manage the sales target and pipeline for the relevant business unit within the OPCO 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 divisions performance targets.

  • Lead demand-generating marketing and sales activities in the assigned market for the assigned solution.
  • Convert sales opportunities to wins and invoice. Survey customer satisfaction
  • Advise the Pricing and Decision Support function on the most appropriate solution Pricing Schedules to be applied during bid / proposal / quote development.
  • 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.
  • Actively drive and follow through on qualified opportunities. Establish ongoing productive and professional relationships with key personnel in assigned new customer accounts; and provide continuous, accurate and consistent feedback to prospective customers.
  • Ensure an in-depth understanding of the business unit strategy, growth plan, value drivers (revenue and profit trends), and risks.
  • Direct and participate in acquisition and growth activities to support overall business objectives and plans. Build and maintain collaborative and cohesive relationships with the management team across the business.
  • Collaborate with executive and senior leadership across Business Units to initiate and integrate the design and development of new solutions to grow the business, or to terminate those that are no longer viable.
  • Play a consultative role in review and development of functional plans and budgets to ensure that plans are realistic and stretching but capitalize upon commercial/operational opportunities.
  • Identify and assess market opportunities and new ideas within the OPCO and for collaboration with other business units.
  • Lead own team to make a professional assessment and present appropriate recommendations to the Head of Sales.
  • Identify and facilitate sales and business growth opportunities and constantly keep the commercial goals on the operations leadership teams’ radar.
  • Provides active input into new business development strategies and how opportunities will impact revenue for the business units.
  • Drive collaboration across industries and service lines, including collaboration, performance, cross and upsell opportunities.

Staff Leadership and Management

  • Manage the effective achievement of OPCO objectives through effective leadership and by setting of individual objectives, managing performance, developing, and motivating team to maximize performance.
  • Build and manage a high performing team by providing leadership, role clarity, training, and career development.
  • Ensure open communication channels with staff and implement change management interventions where necessary. Updated on 4
  • Provide definition of roles, responsibilities, individual goals, and performance objectives for the team.
  • Set KPIs and provide regular performance feedback through a well-defined and implemented performance review program within the business unit.
  • Performance manages resources in accordance with financial management policy and legislation where necessary.

Governance, Risk and Business Continuity Management

  • Ensure that appropriate governance systems are in place and in line with future requirements, i.e., policies, procedures, and reporting structures.
  • Continually assess the competitiveness of all operations programs and practices against the relevant comparable companies, industries, and markets.
  • Stay up to date of new trends and innovations in operations.
  • Manage business risk, through continuous internal and external monitoring of business impact, as well as changes in stakeholder needs.
  • Lead and guide improvement projects that will increase profits or protect against risks in the function.
  • Establish and maintain the highest ethical standards in operations practices.

Behavioral Competencies

  • Communicating and Informing
  • Results Driven
  • Intellectually capable
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