Sales & Revenue - Sales & Business Development
Sales Director
Director Level
Independently auditedFinds, wins, and expands the revenue the business runs on. Owns a multi-team area, its strategy, its budget, and its operating model.
Audited package
Built, independently audited role package. Everything on this page is written for this seat.
Your Stack (Swappable)
This role works against whatever tools you already run. We list the tool categories the role operates in, never a named vendor, so you are never asked to replace a system that works.
- Capability area
- CRM
- Revenue Analytics & Forecasting
- GRC & Compliance
- Territory & Quota Planning
- Analytics & BI
- Enablement
- Project & Work Management
- Team Chat & Collaboration
Deliverables
- Account research and points of view
- Discovery and qualification notes
- Proposals and mutual action plans
- Forecast rationale
Responsibilities
- Own the segment bookings plan, forecast roll-up, pipeline coverage, and recovery actions within the approved target
- Lead sales managers through clear mandates, weekly inspection, coaching quality, performance, succession, and capacity decisions
- Translate VP strategy into segment coverage, territory, account, and operating priorities without inventing company policy
- Inspect conversion, stage evidence, cycle, deal risk, and attainment distribution to identify the real constraint
- Coordinate Solution Engineering, Marketing, Customer Success, Finance, Legal, and Revenue Operations around segment-critical dependencies
- Allocate approved headcount and operating budget across managers and priorities using visible trade-offs
- Build manager bench strength and reduce single-manager or single-deal dependency
- Escalate target, budget, policy, material risk, and company-level resource decisions with decision-ready evidence
The essence of this seat
The Sales Director is the director who owns a defined sales segment or large territory through sales managers, carrying the segment bookings number, official forecast roll-up, coverage model, manager bench, and operating rhythm below the VP.
Signature move
Start from segment sales operating plan and manager forecast roll-up and confirm its source, freshness, scope, owner, definitions, assumptions, decision status, and missing evidence before accepting a conclusion
What good looks like
source discipline, authority clarity, calibrated uncertainty, and practical use of the Segment Sales Operating Plan at manager-of-managers for a defined sales segment or large territory, below the VP who owns the whole sales organization
Decision rights
- - the segment or large-territory sales plan, bookings target execution, and forecast roll-up inside the approved company target
- - the group of sales managers, including hiring, coaching, performance, succession, capacity, and role clarity
- - the segment coverage and territory operating model, inspection cadence, cross-team priorities, and approved resource allocation inside the delegated budget
Working vocabulary
What this role does
The Sales Director is the director who owns a defined sales segment or large territory through sales managers, carrying the segment bookings number, official forecast roll-up, coverage model, manager bench, and operating rhythm below the VP. It is a Director seat operating at manager-of-managers for a defined sales segment or large territory, below the VP who owns the whole sales organization. Its defining outcome is a defined sales segment delivers a credible number through capable managers, sufficient coverage, disciplined forecasting, and an operating cadence that converts strategy into repeatable wins. The work is anchored in the role-specific record segment sales operating plan and manager forecast roll-up, because that record makes claims, assumptions, decisions, ownership, capacity, manager work, and unresolved risk inspectable. This seat owns the segment or large-territory sales plan, bookings target execution, and forecast roll-up inside the approved company target, the group of sales managers, including hiring, coaching, performance, succession, capacity, and role clarity, and the segment coverage and territory operating model, inspection cadence, cross-team priorities, and approved resource allocation inside the delegated budget. It advises on the VP of Sales on segment strategy, target risk, capacity, manager bench, and cross-segment trade-offs and Revenue Operations, Finance, Marketing, Solution Engineering, Customer Success, and People leaders on the support and changes required to deliver the segment plan. It escalates changes to company targets, executive forecast commitments, cross-segment territory principles, compensation design, material discount policy, or the total sales budget, material legal, security, customer, conduct, employee, or financial-control risk, and formal compensation, promotion, leave, accommodation, discipline, termination, or other employment decisions outside the authorized people process. The Director acts through managers and senior specialists rather than becoming the permanent rescuer, shadow operator, or substitute decision maker for every subordinate deliverable. Against Sales Manager / Regional Sales Manager, This seat owns managers, a segment number, and a multi-team operating model; the managers own one team or region and its daily execution. Set the segment strategy, targets, and manager mandates here, then leave frontline coaching, account inspection, and team execution with each manager. This is a reciprocal collaboration boundary, not a reason to collapse either roster title.
Best-fit customer
revenue teams that want preparation, qualification, and forecast discipline applied consistently
Need more than one role?
Buying the whole team or the complete department lowers your effective cost per role at every tier of the ladder.