ROOFING CONTRACTOR | FAMILY-OWNED | SALES LEADERSHIP RECRUITING
Hiring the Sales Leader Required to Build a Scalable Revenue System
Client: Anonymized
COMPANY PROFILE
A multi-decade, family-led roofing contractor serving residential and commercial customers. The company had an aggressive growth plan that included hiring four additional account managers within twelve months. Sales management, however, was receiving only limited part-time attention.
Industry / Roofing contractor
Ownership / Family-led
Customers / Residential and commercial
Need / Sales leadership
THE VISIBLE NEED AND UNDERLYING CONSTRAINT
The owner knew the business needed stronger sales leadership. The existing management coverage was not sufficient to build a consistent sales process, coach representatives, improve accountability and support the planned expansion of the team.
The immediate need was to hire a qualified sales leader. The larger need was to install the leadership capacity required to make growth more predictable and profitable.
PRIMARY GROWTH OS™ SYSTEM
Talent System
RELATED GROWTH OS™ SYSTEMS
Revenue System
Execution System
The company did not simply have an open position. It had a leadership-capacity constraint.
There was no consistently enforced selling process, coaching and onboarding rhythms were limited, forecasting and pricing discipline needed attention, and the owner was spending time managing recruiting mechanics instead of running the business.
Hiring additional account managers before establishing full-time sales leadership would have added people without solving the underlying system problem.
WHAT THE ENGAGEMENT INCLUDED
1
Defined the role around business outcomes
Clarified what the new leader needed to accomplish:
Build and enforce a repeatable sales process
Coach and hold representatives accountable
Recruit and onboard four account managers
Improve pipeline visibility and forecasting
Strengthen pricing discipline
Reduce the sales-management burden on the owner
The search focused on the capabilities required to build the system, not simply prior management titles.
2
Combined targeted sourcing with objective assessment
Used a local-first sourcing strategy to improve speed and cultural fit.
Four finalists completed an objective sales-leadership assessment covering areas such as:
Desire and commitment to succeed
Sales leadership capability
Coachability
Sales DNA
Pipeline management
Forecasting
Three finalists advanced to deeper structured interviews.
3
Created a structured, transparent decision process
Used consistent interview questions, recorded interviews and objective assessment findings to help the owner compare candidates efficiently.
The engagement managed follow-up, candidate progression and decision support throughout the search. A replacement guarantee reduced the perceived risk attached to a mission-critical hire.
AT A GLANCE
Four
FINALISTS ASSESSED
Three
DEEP-DIVE INTERVIEWS
Less than 30 days
TO HIRE
13-step
SALES PROCESS INTRODUCED
Approximately 5%
PRICE INCREASE INITIATED
Approximately $1 million
IN REVENUE IDEAS IDENTIFIED
The approximately $1 million represents revenue ideas and opportunities identified. It is not revenue generated, booked or collected.
FIRST-MONTH OPERATING CHANGES
The hire began changing the sales system within the first month
The company did more than fill a management vacancy. It hired a leader who began taking ownership of the sales operating rhythm almost immediately.
Within the first month, the leader was running the weekly sales meeting, implementing a 13-step sales process and establishing a more consistent coaching and accountability cadence. Early commercial actions included pricing changes and the identification of approximately $1 million in potential near-term revenue opportunities.
The longer-term result remains dependent on execution, but the leadership capacity required to support the growth plan was now in place.
Hire completed in less than 30 days
The company selected an experienced sales leader in under 30 days from the start of the search.
Operating changes within the first month
Within the first month, the new leader:
Took ownership of the weekly sales meeting
Established meeting agendas and accountability
Rolled out a 13-step sales process
Began installing a consistent coaching rhythm
Early commercial actions
The new leader also initiated commercial changes that included:
An approximately 5% price increase
Service-related pricing adjustments
Approximately $1 million in near-term revenue ideas identified
Owner impact
The owner gained:
Significant time back from the recruiting process
A more objective candidate-selection process
Greater confidence in a mission-critical hiring decision
A reusable framework for future sales hires
The position was the visible need. Sales leadership capacity was the underlying constraint.
GROWTH OS™ CONNECTION
The visible challenge was recruiting a sales manager. The underlying constraint sat in the Talent System.
Without the right leader, the company could not consistently strengthen its Revenue System or Execution System. Defining the role around business outcomes, assessing candidates objectively and using a structured selection process allowed the company to address all three systems through one critical hire.
Strategic Leadership
Organizational Independence
Talent System PRIMARY CONSTRAINT
Revenue System RELATED SYSTEM
Execution System RELATED SYSTEM
Scalable Systems
WHAT THE CASE DEMONSTRATES
Define the business outcome before writing the job description
Assess sales leaders for the capabilities the role requires
Use consistent interviews and objective evidence to compare finalists
Treat recruiting as part of the operating system, not an administrative task
Evaluate the new leader by early operating behavior, not résumé strength alone
Connect the hire to the company’s revenue and execution requirements