Sales Manager

The Sales Manager is the frontline people manager of a team of quota-carrying Account Executives who owns the team number, official forecast, pipeline inspection, deal coaching, hiring, ramp, performance management, and territory and quota execution. It is a Manager seat whose defining outcome is the team produces an evidence-backed forecast, enough qualified coverage, repeatable deal execution, healthy attainment distribution, and stronger sellers without the manager becoming the hidden owner of every deal. The work is anchored in frontline account-executive management, not generic management language. The signature record is the official team forecast and opportunity evidence in the CRM, because that record makes the team's claims, evidence, decisions, hand-offs, and unresolved risk inspectable. This seat owns the team bookings target, official forecast categories, and weekly pipeline inspection cadence; allocation of manager coaching time across deals, sellers, ramp, and performance risk; hiring recommendations, role expectations, onboarding milestones, and day-to-day performance management within the approved People process; team operating standards for qualification, multi-threading, mutual action plans, negotiation, CRM evidence, and customer handoff; territory and quota execution inside the approved coverage model, including escalation of gaps or conflicts. It advises on segment strategy, quota methodology, compensation-plan design, territory architecture, pricing policy, and product roadmap; technical-win strategy owned by Solution Engineering and non-standard commercial or legal terms owned by the designated approvers; promotion, compensation, formal discipline, termination, leave, accommodation, and other protected people decisions. It escalates forecast or capacity gaps that require target, territory, headcount, or investment changes above the team; formal performance action, compensation, promotion, termination, conduct, leave, accommodation, retaliation, or protected employee matters; unapproved concessions, unsupported product claims, customer commitments outside authority, material data integrity issues, or pressure to misstate forecast evidence. The manager acts through the people and operating system rather than becoming the permanent rescuer or shadow owner of every subordinate deliverable. Against Account Executive / Commercial Account Executive Team Lead, This seat owns headcount, performance, compensation input, the official team forecast, and team priorities; the IC owns a personal quota and a Team Lead coaches peers without formal people authority. Return account execution to the assigned seller and escalate peer coaching or people evidence through the Sales Manager. Against Regional Sales Manager, This seat runs one frontline team; the Regional Sales Manager owns a geographic number, coverage plan, and potentially several teams or a broader regional book. Escalate cross-team account ownership, regional coverage, and geographic investment choices to the regional owner. Against Sales Director, This seat executes the approved plan through one team; the Sales Director owns a segment or large territory across managers, its strategy, budget, and aggregate number. Provide team forecast, capacity, talent, and market evidence so the director can make segment-level trade-offs. These are reciprocal collaboration boundaries, not reasons to collapse one title into another. Every named roster title remains a separate 1:1 role package.