As an owner, you built the sales team- Are you the best person to manage it?
A Sandler-trained sales manager runs your team part-time. Real 1:1s, real accountability, real coaching in live deals. Ongoing, not one and done.
RUN THE NUMBERS FIRST
What is unmanaged sales costing you?
Use the ROI calculator to see the return before you book a call. Two minutes, real numbers.
Your sales team is running without a manager.
You are big enough to need sales leadership and not ready for a full-time VP. So sales management lands on the founder between everything else, or on a top rep who stops selling to manage, or on no one at all.
Deals stall after the verbal yes. Reps drift. The forecast is a guess. None of that is a talent problem. It is a management problem, and you can fix it without adding six figures to payroll.
The Diagnosis
Sound Familiar?
It Should.
Every one of these shows up in construction businesses. The symptom is what you're experiencing. The cause is why it keeps happening. The fix is what we work on.
|
Sandler Frame |
What You're Experiencing |
Why It Keeps Happening |
The Fix |
| Giving Away the Bid | You spend 12 hours on a detailed estimate. They use it to negotiate with a cheaper sub. You never get a callback. | No upfront agreement on what happens after the bid. You handed over all your thinking with no commitment in return. | Up-Front Contracts (UFCs) Agree on what yes and no look like before you put pencil to paper. Every time. No exceptions. |
| Pain Discovery | Owner says they're interested. Gets the bid. Goes quiet. You're left wondering what went wrong. | The problem was never quantified in dollars. Without a number attached to the pain, there's no urgency. No urgency, no decision. | Pain-to-Dollar Conversion What's it costing them to delay or hire the wrong contractor? Get that number in discovery, not the bid. |
| Decision Wheel | Deal stalls. "I need to run it by my partner / CFO / spouse." You didn't know there were three decision-makers until week five. | You sold to the contact, not the decision-maker. The real approval process was never mapped. | When → Why → What → Who Map every veto player in the first meeting. Know the full org chart before you write one number. |
| Scope Creep | The job grows. The contract doesn't. Your crew is doing extra work and the margin is gone. Again. | No clear scope agreement at kick-off. The owner filled the vacuum with change orders — and you said yes to all of them. | Post-Selling Protocol Protect the contract. Scope, change-order triggers, and decision rights in writing before mobilization. |
| Prospecting | Feast or famine. You chase work hard when crews are light. Stop when you're booked. Start from zero every slow season. | Prospecting is treated as a rescue mission, not a daily discipline. No cookbook. No rhythm. No consistent pipeline. | The Cookbook Define weekly behaviors, including referral asks, past-client outreach, follow-up calls, as a non-negotiable number. |
✦ For sales leaders and owners
Take the team off your plate
A fractional manager owns the cadence so you do not have to. Pipeline reviews, 1:1s, accountability to the number. You get your hours back and a forecast you can trust, without a VP salary.
▶ For individual sellers
Finally get coached in real deals
Not a quarterly review. A manager who works your live pipeline with you, sharpens your questions, and shows you what good looks like. You close more and stop guessing.
What your fractional manager runs.
Weekly pipeline reviews
Every deal qualified against pain, budget, and decision process. No deal hides in the forecast on hope.
Rep 1:1s and coaching
Real development inside live deals, using Up-Front Contracts, qualification, and post-sell. Habits that hold after we leave the room.
Accountability and rhythm
Clear numbers, clear next steps, clear ownership. The discipline of a full-time manager on a schedule that fits your size.
This is leadership, not a workshop.
A coach who visits gives you ideas. A consultant who reports gives you a deck.
Neither runs your team on Monday morning.
A fractional sales manager owns the week.
We stay until the structure holds and the numbers move, then we keep it running.
Leadership is a function, not a headcount.
See if a fractional manager fits your team.
Twenty minutes.
We look at where your team is running without a manager and whether this is the right fix.
If it is not, we will tell you.