Director, Sales

About GTT:

GTT provides secure global connectivity, improving network performance and agility for your people, places, applications, and clouds. We operate a global Tier 1 internet network and provide a comprehensive suite of cloud networking and managed solutions that utilize advanced software-defined networking and security technologies.

We serve thousands of businesses with a portfolio that includes SD-WAN and other WAN services, internet, security, and voice services. Our customers benefit from a customer-first service experience underpinned by our commitment to operational excellence. For more information on GTT, please visit www.gtt.net.

Role Summary:

Reporting to the Sales VP, the Sales Director is responsible for the development and business results of a team of quota-carrying Account Managers. Each AM is responsible for maintaining high activity standards, daily prospecting, pipeline growth, prospect qualification, adherence to GTT sales methodology, and delivering assigned monthly sales revenue targets. The right Sales Leader for this position must have the proven ability to increase the productivity of sales representatives through skill development, adherence to activity standards, providing inspiration, rapid conflict resolution, and building a highly-empowered, constructive sales culture.
 

Duties and Responsibilities:

• Results-Oriented: Meet and exceed assigned monthly, quarterly, and annual sales revenue and productivity targets assigned.
• Independent: Must have a track record of operating a high-performing team with a high degree of independence and autonomy.
• Customer Experience: Ensure consistent delivery of award-winning service, starting with initial contact, setting realistic customer expectations, and taking responsibility for quick and effective hand-offs within GTT.
• Staffing: Accepts responsibility for the monthly revenue production of the sales headcount assigned. In the event of turnover, the manager understands that replacement personnel must already be hired, trained, and ready to perform
• Associate Development: Monitor and track Sales Representatives individual performance, strengths, and weaknesses, and be able to clearly communicate evaluations and execute developmental steps (Performance Improvement Plans). Coach, develop, and mentor Sales Representatives to drive continuous improvement in sales skills and product knowledge
• Manage Activities: Ensure activity standards are being delivered per representative. Demonstrate clear ability to correlate activity standards with Business Results. Role Model and Coach: Sales VP must be the most effective and skilled sales resource on the team. The ability to teach sales skills and a track record of exceeding annual sales objectives are fundamental requirements.
• Collaboration: Work with other GTT business functions to ensure effective customer hand-offs to support functions, and work to improve the effectiveness of cross-functional processes.
• Training: Work with the Director of Sales Training to identify, prepare and execute incremental sales skills or product training in order to improve close ratios and increase productivity.
• Forecasting: Must be able to confidently predict monthly/quarterly/annual sales bookings utilizing pipeline management for each Account Representative. Must commit and take responsibility for the accuracy and achievement of the sales forecast.
• Reporting: Verify daily results, and productivity measures, and assist with commission tracking.
• Process Improvement: Interface with various groups within GTT to help improve the overall sales process as well as drive the strategic initiatives of the Sales group.
• Communication: Meet with each Account Representative individually and at least weekly to review results, lessons learned, and areas for improvement. Uses this opportunity to coach Account Representatives to increase results.
• Recognition & Reward: The candidate is expected to understand the motivations and goals of each representative assigned. The manager demonstrates an understanding of how to motivate employees for their reasons and understanding of how to manage a recognition and reward program for the team.
• Performance Management: Coach low