Sales Leadership Capital

The Story:

We are not the only business engaged in providing executives for sales roles. We are fortunate to share this space with several other firms with a similar mission, indicative of the relevance of interim, fractional, and full-time sales leadership roles.

While Sales Management experience is highly valued, we are also focused on bringing Leadership to the table. Our Sales Leaders take charge of the necessary change management, they provide structure and trust, and they inspire those around them.

We also focus only on the commercial side of a business. It represents roughly 30% of all Executive assignments, and frankly is – in our opinion – the most important area of business. As former Sales Leaders, we are, of course, biased.

While focusing on the commercial side, we embrace and support all forms of leadership the current economy requires: full-time, part-time or fractional, interim, short-term and long-term.

We also believe in technology:

Traditional executive recruiting often starts with a job description and a pencil, a one-off search every time. Vendux works differently and begins with a roster of fully vetted executives.

Relevant past experience enables these executives to step into an assignment and be immediately successful because they have tackled a challenge around a similar product and sales process in the same industry before. Matching the client’s goals and specifications for the role against the roster identifies a tight slate of one, maybe two qualified, interested, and available executives.

The success of popular relationship matching sites is not good enough for an interim executive role, which requires a near-100% success rate. Consequently, Vendux developed the PerfectMatch™, a system using Vendux’ proprietary matching algorithm based on deep semantic search, context-weighted, and role-relevant data points, to facilitate the process of finding the perfect match. Every placement facilitated by Vendux is based on the PerfectMatch™.

The PerfectMatch™ system is a game-changer. The Velocity of the process, the Precision of the match, and the Flexibility of the solution greatly benefits our clients, as the success of an interim, fractional, or full-time assignment is largely dependent on perfectly matching the executive with the client’s specification.

If you are looking for a strong Sales Leader, or if you are interested in joining our roster, we speak your language.

Each assignment is different! And, there is no silver bullet! However, each assignment can be broken into phases that have a similar focus, though the length and the actual tactics applied vary greatly.

Phase 1: Arrival

When a company has outgrown or lost its sales leadership talent to support current and future growth, we take the role of Sales Leader, working, coaching and serving alongside the CEO and senior management team. In the arrival phase, a Sales Leader identifies what’s broken – even fast-growing companies need repairs. 

The arrival phase starts with the introduction of the Sales Leader to the team, and the company as a whole. The CEO or senior manager in charge of hiring the interim will convey clearly the reasons for the engagement, and the criteria applied in the selection of the specific leader. Teams then tend to appreciate the level of leadership, expertise, direction and focus the Sales Leader brings to the organization.

Phase 2: Immersion

The next phase is immersion, where a Sales Leader is gathering lots of information about what is and what isn’t working in a company. For example, an assessment of people skills is the key to determine what people are in the right position versus the wrong position. The focus is on getting and keeping the right players in the right positions. 

Phase 3: Change

After immersion, a Sales Leader will spend a length of time on leading major changes. During this phase, an executive might lead major initiatives such as company expansion, upgrade technology, revenue generation strategies, process improvement, or price optimization. 

Phase 4: Consolidation

Finally, its time to consolidate. Looking back to see what’s working, what’s not – then make the necessary adjustments. By now major changes have not only been identified but implemented and refined. A company may be ready for point of exit and the keys can now be handed off to a permanent executive who will continuously refine, focusing on a new three or five-year plan, rolling out new products, new technologies, etc.

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