Enhancement and Install Sales Manager (Commercial Landscaping Projects)

Enhancement and Install Sales Manager (Commercial Landscaping Projects)

Location: Field-based in Northwest Arkansas in person, not remote

Schedule: Full-time, W-2. Most of your week is spent walking commercial properties across Northwest Arkansas, not behind a desk.

Compensation: $60,000$72,000 base depending on experience, plus uncapped project commission target earnings $125,000$175,000+, full breakdown below.

Commercial Landscaping | Project Sales | Northwest Arkansas | Full-Time W-2

Yes, we spread mulch. We install beds, plant seasonal color, coordinate hardscape, fix drainage problems, and refresh tired properties.

But 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.

When 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.

Grey 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.

This seat owns that. Find the opportunity, scope it clearly, sell it profitably, collect the deposit, hand it off clean.

If 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.

Nothing gets scheduled that is not scoped, priced, approved, and paid for. Nothing gets sold that operations cannot execute at margin.

We do not need someone who says: "I sold a big one we can figure out the scope details once we get out there."

We 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."

That is the difference.

You 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.

A 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.

1. The Enhancement and Install Pipeline

You build it. Nobody hands it to you.

• Prospect for commercial project opportunities across Northwest Arkansas
• Build relationships with commercial property decision makers, owners, and managers
• Keep an active project pipeline that can absorb a slow month
• Identify maintenance opportunities from your project customers and pass them over

A pipeline that only holds this month's deals is not a pipeline. It is a countdown.

2. Walking Properties and Finding the Work

The opportunity is already there. Most people just do not see it.

• Walk commercial properties and identify improvement opportunities
• Spot the drainage issue, the dying beds, the tired entrance, the problem the owner has stopped noticing
• Turn observations into specific, sellable projects
• Bring ideas to customers who were not planning to spend anything

Anyone can quote what a customer asks for. Getting paid well means seeing what they have not asked for yet.

3. Scope, Estimating, and Proposals

This is where the margin is made or lost.

• Scope project needs clearly and in writing quantities, materials, exclusions, access
• Prepare accurate estimates using real material and labor costs
• Present professional proposals that a decision maker can approve without a second meeting
• Explain change order expectations before the job starts, not after

A vague scope is not a shortcut. It is a future argument you already agreed to lose.

4. Selling Profitably

• Target 40%+ final gross profit on sold work
• Protect margin through clear scope, correct pricing, and disciplined change orders
• Do not underprice to win commission drops off a cliff below 40% and disappears below 20%
• Push back on scope creep instead of absorbing it quietly

A $200,000 project at 18% gross profit is not a win. It is a very large favor.

5. Cash: Deposits, Billing, and Collection

Signed is not sold. Collected is sold.

• Collect the deposit before work is scheduled every time
• Follow the billing structure for the project size
• Track deposits, change orders, and closeout status
• Ask for money without flinching, in person, as a normal part of the process

We do not want to sell work that creates a cash problem.

6. Clean Handoffs to Production

Your proposal is their instruction manual.

• Coordinate clean handoffs with production
• Communicate scope, site access, materials, subcontractor needs, and anything you promised
• Stay reachable while the job runs
• Own the closeout, not just the sale

The crew should never learn about a promise you made by hearing it from the customer.

7. CRM Discipline

If it is not in the CRM, it did not happen.

• Maintain accurate opportunities, proposals, project stages, deposits, and change orders
• Keep next steps and dates current
• Make the pipeline readable by someone who is not you

100% CRM accuracy is the expectation, not the stretch goal.

Minimum expectations, every month:

• $150,000+ in enhancement and install revenue
• 40%+ final gross profit target
• $500,000+ active project pipeline
• 20+ project opportunities
• 12+ proposals
• 46+ wins
• Deposits collected before scheduling
• 100% CRM accuracy

Top performer expectations:

• $250,000$300,000+ monthly project revenue
• 40%+ final gross profit
• $750,000+ active project pipeline
• Strong change order discipline
• Clean production handoffs
• Consistent maintenance referrals from project customers

You are winning in this role when:

• Your pipeline holds $500,000+ in real, dated, qualified opportunities at all times
• Projects close out at or above the gross profit you projected when you sold them
• Every scheduled job has a signed proposal and a collected deposit behind it
• Change orders get priced and collected instead of quietly absorbed
• Production stops asking clarifying questions because the scope already answered them
• Project customers turn into maintenance customers
• Property managers call you when they