Enhancement and Install Sales Manager (Commercial Landscaping Projects)

Job Description

Job Description:\n\nEnhancement and Install Sales Manager (Commercial Landscaping Projects)\n\n Location: Field-based in Northwest Arkansas — in person, not remote\n Schedule: Full-time, W-2. Most of your week is spent walking commercial properties across Northwest Arkansas, not behind a desk.\n Compensation: $60,000–$72,000 base depending on experience, plus uncapped project commission — target earnings $125,000–$175,000+, full breakdown below.\n Commercial Landscaping | Project Sales | Northwest Arkansas | Full-Time W-2\nAbout Grey Barn and This Role\nYes, we spread mulch. We install beds, plant seasonal color, coordinate hardscape, fix drainage problems, and refresh tired properties.\nBut the real business we are in is a promise about money. When a commercial customer signs a project, they are agreeing to spend real capital on something that does not exist yet, based on a piece of paper you wrote. The whole thing rests on whether the scope on that paper is what actually shows up.\nWhen that promise breaks, everyone pays. A scope written loosely turns into three arguments about what "cleanup" included. A change order nobody discussed up front becomes an invoice the customer refuses to pay. A project sold at a number that ignored material costs closes out at 12% gross profit, which means the company did the work for free and the salesperson earned nothing. A deposit that never got collected becomes a cash flow problem that shows up in somebody else's paycheck.\nGrey Barn is building the leading commercial landscaping platform in Northwest Arkansas. Our maintenance business creates the long-term relationships. Our enhancement and install work is where customers improve properties, solve problems, and create better first impressions — and where the margin can be excellent or catastrophic depending entirely on how the work was sold.\nThis seat owns that. Find the opportunity, scope it clearly, sell it profitably, collect the deposit, hand it off clean.\nIf you like to sell first and figure out the details later, this is not the role. If you can walk a commercial property, see four projects nobody has asked for yet, and price all four in a way operations can actually deliver — you may be exactly who we need.The Big Picture\nNothing gets scheduled that is not scoped, priced, approved, and paid for. Nothing gets sold that operations cannot execute at margin.\nWe do not need someone who says: "I sold a big one — we can figure out the scope details once we get out there."\nWe need someone who says: "$84,000 refresh at the Bentonville office park. Signed proposal, scope is written line by line with quantities, 45% projected GP after I priced the plant material from the actual supplier quote, 40% deposit collected before we scheduled anything, change order language walked through with the property manager in person, and production has the site access notes and the tricky irrigation tie-in flagged."\nThat is the difference.Role Mission\nYou are not selling landscaping projects. You are protecting the gross profit those projects are supposed to produce, from the first walk all the way through closeout.\nA project is not sold when the customer says yes. It is sold when the scope is clear, the deposit is in, the change orders are handled, the job is closed out, and the money is collected. Everything before that is optimism.What You Will Own\n1. The Enhancement and Install Pipeline\nYou build it. Nobody hands it to you.\n\n Prospect for commercial project opportunities across Northwest Arkansas\n Build relationships with commercial property decision makers, owners, and managers\n Keep an active project pipeline that can absorb a slow month\n Identify maintenance opportunities from your project customers and pass them over\n\nA pipeline that only holds this month's deals is not a pipeline. It is a countdown.\n2. Walking Properties and Finding the Work\nThe opportunity is already there. Most people just do not see it.\n\n Walk commercial properties and identify improvement opportunities\n Spot the drainage issue, the dying beds, the tired entrance, the problem the owner has stopped noticing\n Turn observations into specific, sellable projects\n Bring ideas to customers who were not planning to spend anything\n\nAnyone can quote what a customer asks for. Getting paid well means seeing what they have not asked for yet.\n3. Scope, Estimating, and Proposals\nThis is where the margin is made or lost.\n\n Scope project needs clearly and in writing — quantities, materials, exclusions, access\n Prepare accurate estimates using real material and labor costs\n Present professional proposals that a decision maker can approve without a second meeting\n Explain change order expectations before the job starts, not after\n\nA vague scope is not a shortcut. It is a future argument you already agreed to lose.\n4. Selling Profitably\nRevenue is not the number we pay you on.\n\n Target 40%+ final gross profit on sold work\n Protect margin through clear scope, correct pricing, and disciplined change orders\n Do not underprice to win — commission drops off a cliff below 40% and disappears below 20%\n Push back on scope creep instead of absorbing it quietly\n\nA $200,000 project at 18% gross profit is not a win. It is a very large favor.\n5. Cash: Deposits, Billing, and Collection\nSigned is not sold. Collected is sold.\n\n Collect the deposit before work is scheduled — every time\n Follow the billing structure for the project size\n Track deposits, change orders, and closeout status\n Ask for money without flinching, in person, as a normal part of the process\n\nWe do not want to sell work that creates a cash problem.\n6. Clean Handoffs to Production\nYour proposal is their instruction manual.\n\n Coordinate clean handoffs with production\n Communicate scope, site access, materials, subcontractor needs, and anything you promised\n Stay reachable while the job runs\n Own the closeout, not just the sale\n\nThe crew should never learn about a promise you made by hearing it from the customer.\n7. CRM Discipline\nIf it is not in the CRM, it did not happen.\n\n Maintain accurate opportunities, proposals, project stages, deposits, and change orders\n Keep next steps and dates current\n Make the pipeline readable by someone who is not you\n\n100% CRM accuracy is the expectation, not the stretch goal.Monthly Activity Expectations\nMinimum expectations, every month:\n\n $150,000+ in enhancement and install revenue\n 40%+ final gross profit target\n $500,000+ active project pipeline\n 20+ project opportunities\n 12+ proposals\n 4–6+ wins\n Deposits collected before scheduling\n 100% CRM accuracy\n\nTop performer expectations:\n\n $250,000–$300,000+ monthly project revenue\n 40%+ final gross profit\n $750,000+ active project pipeline\n Strong change order discipline\n Clean production handoffs\n Consistent maintenance referrals from project customers\nWhat Success Looks Like\nYou are winning in this role when:\n\n Your pipeline holds $500,000+ in real, dated, qualified opportunities at all times\n Projects close out at or above the gross profit you projected when you sold them\n Every scheduled job has a signed proposal and a collected deposit behind it\n Change orders get priced and collected instead of quietly absorbed\n Production stops asking clarifying questions because the scope already answered them\n Project customers turn into maintenance customers\n Property managers call you when they have budget to spend\n Nobody in finance is chasing money on work you sold\n\nAnd the payoff: leadership stops worrying about whether the work we sold is work we can afford to do.Core Values and Mindset\nThe margin is either there when the job closes out or it never existed.\nHave Fun\nThis is a relationship business with real people making real spending decisions. Property managers buy from people they like talking to. Bring energy, curiosity, and a sense of humor to a job that involves a lot of parking lots and a lot of weather.\nTry New Things Fast\nIf your outreach is not producing project opportunities, change it this week. Try the walk-and-photograph approach. Try bringing a concept unprompted. Try the seasonal timing angle. Try the property tour with the owner instead of the manager. Test fast, keep what works, drop what does not.\nBest in the World\nWe are not trying to be the cheapest bid on the table. We are trying to be the one they stop bidding out. Get sharper at scoping, at pricing materials, at reading a property, at presenting. Study the jobs that closed out below margin and figure out what you missed when you sold them.\nPut in the Work\nThe unglamorous part is the job: the takeoffs, the supplier quotes, the second site visit to measure properly, the change order conversation you would rather avoid, the CRM update at 6pm. Detail work is not beneath a salesperson here. It is the difference between a commission and a lesson.\nHold Accountability\nOwn the scope you wrote. If you missed something, say it early and eat it honestly instead of pushing it onto production. If a deposit did not get collected, that is yours. If a job is going sideways, the customer should hear from you before they have to call.\n\nRequirementsRequired Qualifications\nPlease do not apply unless you meet these requirements.\n\n 5+ years of B2B sales, construction sales, landscape sales, project sales, or related commercial sales experience\n A proven track record selling at least $1,000,000+ annually in projects, services, construction, landscaping, or commercial accounts\n Experience managing project pipelines\n Working understanding of gross profit, deposits, change orders, and job closeout\n Strong estimating, proposal, scope, and follow-up discipline\n Ability to sell profitably, not just generate revenue\n Comfortable walking commercial properties in all weather\n Valid driver's license and reliable transportation\n Ability to travel throughout Northwest Arkansas\n Located in Northwest Arkansas, or willing to relocate before starting\n\nThese numbers are not decorative. If you cannot point to where in your work history each one happened, please do not apply.Preferred Qualifications\nThese are not all required, but they are a big plus.\n\n Commercial landscaping\n Landscape enhancement or install sales\n Construction sales\n Hardscape or outdoor improvement projects\n Irrigation or drainage-related sales\n Facility services\n Property management vendor sales\n Commercial real estate relationships\n Project estimating and job costing\n Change order management\n Existing commercial relationships in Northwest Arkansas\nTools You May Use\nYou do not need to know all of these, but you need to be tech-comfortable and able to learn quickly.\n\n A commercial CRM for opportunities, proposals, project stages, deposits, and change orders\n Estimating, takeoff, and proposal tools\n Email, calendar, and mobile tools for a day spent in the field\n Basic property measurement and mapping tools\n\nIf learning a new tool stresses you out, this is probably not your seat.Who This Role Is Perfect For\n\n You are a proven project salesperson with real numbers behind you\n You understand scope, margin, deposits, and change orders as part of selling, not paperwork\n You can walk a property and see opportunity nobody has asked for\n You know how to build and manage a project pipeline\n You communicate clearly with both customers and operations\n You are comfortable selling larger-ticket work and asking for money\n You care about profitable work, not just top-line revenue\n You want high income potential and are willing to be measured on gross profit\nWho This Role Is NOT For\n\n Sells first and works out the details later\n Prefers to skip the detail work — takeoffs, quantities, exclusions\n Finds it uncomfortable to ask for a deposit\n Would rather not be measured on job costing or margin\n Needs constant supervision and daily direction\n Lets the CRM fall behind\n Points at production when a proposal was unclear\n\nThis is an ownership role.\n\nBenefitsCompensation\nBase Salary\n$60,000–$72,000 per year, depending on experience, existing relationships, and proven sales performance.\nProject Commission\nCommission is paid on final collected gross profit after job closeout.\n\n 40%+ final GP — 10% of final GP\n 35%–39.9% GP — 7.5%\n 30%–34.9% GP — 5%\n 20%–29.9% GP — 2.5%\n Below 20% GP — no commission\n\nPayment Timing\nCommission is paid only after:\n\n Customer cash is collected\n The job is closed out\n Final gross profit is verified\n Change orders are collected\n Scope and handoff requirements were followed\n\nExample project commissions:\n\n $10,000 project at 40% GP — $4,000 GP — $400 commission\n $50,000 project at 40% GP — $20,000 GP — $2,000 commission\n $100,000 project at 40% GP — $40,000 GP — $4,000 commission\n $200,000 project at 45% GP — $90,000 GP — $9,000 commission\n $500,000 project at 40% GP — $200,000 GP — $20,000 commission\n\nIncome examples at 40% gross profit:\n\n $150,000/month in project revenue — $1,800,000/year — approximately $72,000 commission — approximately $132,000–$144,000 total annual comp\n $200,000/month — $2,400,000/year — approximately $96,000 commission — approximately $156,000–$168,000 total\n $250,000/month — $3,000,000/year — approximately $120,000 commission — approximately $180,000–$192,000 total\n $300,000/month — $3,600,000/year — approximately $144,000 commission — approximately $204,000–$216,000 total\n\nAt higher margins, income increases faster.\nCash Flow Rules\nBefore a job is scheduled, we expect a signed proposal, clear scope, approved pricing, a collected deposit, identified material and subcontractor needs, and change order expectations explained to the customer.\nRecommended billing structure:\n\n Under $10,000 — 50% deposit, 50% at completion\n $10,000–$50,000 — 50% deposit, 40% substantial completion, 10% final\n $50,000–$150,000 — 40% deposit, 40% midpoint, 15% substantial completion, 5% final\n $150,000+ — custom milestone billing approved by leadership\n\nTeam Inter-Referral Pool\nWhen the enhancement and install team helps turn a project customer into a maintenance customer, 5% of first-year maintenance gross profit goes into a shared sales team pool. That pool funds an annual sales team trip that is both fun and useful — a conference, training, a sales retreat, a business or networking event, or a team growth trip.\nSimple rule: if your team opens the door for the other team, the whole sales team benefits.How to Apply\nHit the apply button. You will be asked a few screening questions before you finish.\nAnswer them with specifics. Project sizes, gross profit numbers, years, results. Vague answers do not move forward — "I have sold a lot of large projects" tells us nothing and will end the process there.\nA short video submission may be requested at the right stage of the process. It is not required to apply.\nEveryone gets a response within 24 business hours.Equal Opportunity Statement\nGrey Barn is an equal opportunity employer. We hire based on ability, effort, culture fit, and performance potential.