Commercial Maintenance Sales Manager (Commercial Landscaping)

Commercial Maintenance Sales Manager (Commercial Landscaping)

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

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

Compensation: $60,000$72,000 base depending on experience, plus uncapped new-contract commission and renewal commission target earnings $125,000$175,000+, full breakdown below.

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

Yes, we mow grass. We edge sidewalks, blow parking lots, prune shrubs, and haul leaves.

But the real business we are in is trust. A property manager who signs with us is putting their own reputation on the line with their owner, their tenants, and every person who pulls into that parking lot on a Monday morning. They are betting that the crew shows up, that the property looks right, and that nobody calls them to complain.

When that bet goes bad, it goes bad quietly and expensively. A retail center starts looking tired and the leasing agent quietly stops showing it. An HOA board collects three complaints in a month and puts the contract out to bid. A deal gets sold at a price operations cannot actually execute, the crew starts cutting corners to make the hours work, and a five-year relationship dies over two hundred dollars a month.

Grey Barn is building the leading commercial landscape maintenance company in Northwest Arkansas and the surrounding region on route density, professional sales, real accountability, and long-term customer relationships. None of that happens by itself. It happens because somebody is out in the market every single week finding the right properties, scoping them honestly, pricing them profitably, and staying in the relationship long after the ink dries.

That somebody is this seat. This is not a book you inherit and coast on. It is a book you build.

If you need a lead list handed to you every Monday morning, this is not the role. If you can drive past a retail center and immediately want to know who owns it, who manages it, who cuts it now, and when that contract comes up for renewal you may be exactly who we need.

No commercial property in Northwest Arkansas should change landscape vendors without Grey Barn getting a shot at it.

We do not need someone who says: "I reached out to a few property managers this week, waiting to hear back."

We need someone who says: "I worked the Rogers corridor Tuesday and got face time with four property managers. Two site walks booked Thursday. One of them manages a nine-property portfolio, their current vendor missed two cleanups this spring, and their agreement renews in March. Proposal goes out Friday at 41% projected gross profit, and I already checked with operations on whether we can route it."

That is the difference.

You are not selling mowing. You are building a book of recurring revenue that pays Grey Barn every month for years, and you are protecting the margin inside it.

Every contract you sign is a promise that operations has to keep. Your job is to make that promise winnable the right property, the right scope, the right price, the right expectations and then stay close enough to the customer that renewal is a formality instead of a fight.

1. The Northwest Arkansas Commercial Territory

You own the market, not a lead list.

• Prospect property managers, facility managers, HOAs, multifamily operators, retail centers, office properties, industrial sites, schools, churches, and commercial property owners
• Know who the decision maker actually is, and who is only the gatekeeper
• Track which properties are under contract, with whom, and when those contracts turn over
• Build referral relationships and strategic market partnerships

A territory is not a place you drive through. It is a map you build in your head and then write down.

2. A Pipeline You Build Yourself

Nobody is going to fill your calendar for you.

• Generate your own qualified commercial opportunities every single week
• Run discovery meetings that uncover the real problem, not just the current price
• Keep enough top-of-funnel activity going that one lost deal does not wreck your month
• Never let the pipeline dry up because you were busy servicing what you already sold

Prospecting is not the thing you do when you have time. It is the thing that makes the time worth anything.

3. Site Walks, Scope, and Estimates

The walk is where the deal is won or lost.

• Walk properties personally and measure what the work actually is
• Identify scope the current vendor is skipping and the property manager has stopped asking about
• Prepare accurate estimates and clear, professional proposals
• Set expectations in writing so nobody is surprised in month two

A scope you did not walk is a guess. Guesses get sold, then they get lost by operations.

4. Selling Profitable Work

Revenue is easy. Profitable revenue is the job.

• Protect gross margin through proper scope and pricing
• Target 40%+ projected gross profit on sold work
• Walk away from, or reprice, work that cannot be executed at margin
• Present price with confidence instead of discounting to end the discomfort

Anybody can be the cheapest. That is not a skill, it is a surrender.

5. Clean Handoffs to Operations

You sell it. They live with it.

• Coordinate professional handoffs with the operations team
• Communicate scope, access, expectations, and any promises you made
• Stay engaged through onboarding and the first service visits
• Do not hand over a mess and call it their problem

The fastest way to lose a good contract is to sell it well and hand it off badly.

6. Renewals, Retention, and Account Growth

The first year is the down payment. The book is the asset.

• Stay engaged through payment milestones, renewals, and account growth
• Identify enhancement and install opportunities from your maintenance customers
• Be the person the customer calls before they call anyone else
• Keep relationships warm when there is nothing to sell

The fortune is in the follow-up. Most people say that. Almost nobody actually does it.

7. CRM Discipline

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

• Maintain accurate activity, notes, proposals, and deal stages
• Keep next steps and dates current on every open opportunity
• Make your pipeline readable by someone who is not you

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

Minimum expectations, every month:

• 30+ qualified commercial sales meetings
• 25+ site walks
• 20+ proposals
• 7+ profitable new maintenance contracts
• 40%+ projected gross profit on sold work
• 100% CRM accuracy

Top performer expectations:

• 50+ qualified commercial sales meetings
• 40+ site walks
• 35+ proposals
• 12+ profitable new maintenance contracts
• Strong renewal performance
• Consistent enhancement and install referrals

You are winning in this role when:

• Your pipeline is full enough that a lost deal is an inconvenience, not a crisis
• You are signing profitable recurring contracts every month, not spiking and stalling
• Sold work is coming in at 40%+ projected gross profit without exceptions you have to explain
• Operations trusts the scopes you hand them, because the property looks like the proposal said it would
• Customers renew without shopping the contract
• Your maintenance customers are generating enhancement and install opportunities for the other side of the business