Director of Sales

Salary Range: $170,000 - $210,000 annually Role: Director of Sales Company: Lutek Incorporated Team: 3 sales representatives, 2 estimators, with operational support for CRM/reporting improvements Role Summary The Director of Sales is responsible for leading Lutek’s sales function by driving profitable revenue performance, developing the sales team, strengthening pipeline discipline, improving forecast reliability, and creating a more consistent sales rhythm across the business. This is a sales leadership role with a strong operating‑discipline requirement. The person in this seat leads through people, coaching, accountability, process, and commercial judgment. The Director of Sales must be able to lead salespeople, inspect opportunities, challenge weak assumptions, improve follow‑through, reinforce CRM expectations, and create better alignment between sales, estimating, operations, and leadership. This is not a sales operations role, estimating role, production role, or operational management role. The Director of Sales must understand downstream execution risk, but their primary responsibility is to lead the sales function and make sure sales creates profitable, well‑qualified revenue the business can execute cleanly. Key Responsibilities Lead the sales organization to produce profitable revenue growth across Lutek’s priority channels. Own sales performance across the sales function. Guide revenue activity across commercial, residential, dealer, service, replacement, and outdoor shading opportunities. Monitor sales activity, pipeline quality, deal progression, close probability, and margin risk. Keep the team focused on opportunities that are profitable, executable, and aligned with Lutek’s business priorities. Identify weak‑fit opportunities before they consume sales time or operational capacity. Communicate revenue opportunities, risks, and performance trends clearly to the COO /Integrator and leadership team. Lead, coach, and develop the sales team so performance improves through clearer expectations, better habits, and stronger accountability. Conduct regular deal coaching and pipeline review conversations. Help each salesperson improve sales judgment, opportunity management, follow‑through, and communication quality. Address weak performance directly and professionally. Build a sales environment where accountability and morale can coexist. Develop sales talent without allowing personality, effort, or tenure to replace measurable execution. 3. Sales Process and Pipeline Discipline Build and maintain a practical, repeatable sales process that gives the team structure without turning sales into bureaucracy. Define and reinforce pipeline stages. Establish stage exit criteria and qualification standards. Create a consistent cadence for pipeline review, deal review, and opportunity movement. Ensure opportunities are tracked clearly and consistently. Reduce reliance on memory, hero selling, informal updates, or optimistic guesses. Make sure the sales process is simple enough for the team to use and disciplined enough for leadership to trust. 4. Forecasting and Revenue Visibility Create better visibility into future revenue through disciplined forecasting and evidence‑based pipeline inspection. Distinguish real opportunities from unqualified pipeline. Inspect deals based on evidence, not hope. Identify deal risk, timing risk, margin risk, channel imbalance, and stalled opportunities early. Communicate forecast changes clearly and early. Help leadership understand what is likely, what is possible, what is at risk, and what needs attention. 5. CRM Discipline and Sales Reporting Ensure CRM usage supports sales performance, leadership visibility, and operational clarity. Set expectations for opportunity notes, next steps, deal stages, close dates, and required information. Inspect CRM quality regularly. Reinforce CRM as a sales leadership tool, not an administrative burden. Use CRM data to improve coaching, forecasting, follow‑up, and pipeline management. Work with support resources as needed while maintaining ownership of sales standards and accountability. 6. Channel Strategy and Market Development Develop focused sales activity across Lutek’s priority channels. Strengthen relationships with general contractors, builders, architects, designers, dealer partners, and other relevant market partners. Identify which channels deserve more focus, which require more discipline, and which may create risk if unmanaged. Balance growth across channels so the business does not become overly dependent on one source of revenue. Guide the team toward opportunities most likely to produce profitable, repeatable, well‑fit work. 7. Sales‑to‑Operations Alignment Strengthen the handoff between sales, estimating, and operations so sold work begins with clarity. Define what information must be captured before handoff. Improve communication around scope, customer expectations, timing, assumptions, risks, and unusual project conditions. Prevent vague commitments, weak qualification, overselling, or incomplete notes from creating downstream problems. Coordinate with estimating and operations early when an opportunity has complexity, timing pressure, or execution risk. Make sure sales creates confidence for the customer without creating confusion for the internal team. Reinforce that a sale is not complete if the business inherits a mess. 8. Culture, Accountability, and Cross‑Functional Leadership Build a professional, accountable, and collaborative sales culture that supports the larger business. Reinforce ownership of results inside the sales team. Build transparency around pipeline, activity, deal quality, and performance. Improve communication between sales, estimating, operations, and leadership. Address conflict or misalignment early. Model professionalism, urgency, follow‑through, and sound judgment. Represent the sales function as a credible leadership voice inside the company. Help the organization grow without allowing sales activity to create avoidable friction, rework, or confusion. Areas of Focus Revenue Performance : Lead the sales function toward profitable revenue growth by focusing the team on the right opportunities, the right channels, and the right sales behaviors; improve the team’s capability through coaching, accountability, clearer expectations, and better deal execution. Pipeline and Forecast Discipline : Create a cleaner, more reliable view of current and future revenue by reinforcing qualification, next steps, deal stages, follow‑up, CRM usage, and forecast methodology; drive balanced attention across commercial, residential, dealer, service, replacement, and outdoor shading opportunities. Sales Process Adoption : Install a practical sales process that supports repeatable execution without slowing the team down; ensure sold work is communicated clearly enough for estimating and operations to execute without avoidable confusion, rework, or customer expectation problems. Sales Culture and Accountability : Create a sales culture where ownership, professionalism, transparency, follow‑through, and performance standards become normal. Benefits $170k-210k On‑Target Earnings (Base + Incentive) Incentives tied to revenue growth and team performance Health, dental, and vision insurance 401(k) with company match Paid time off and holidays Holiday Break (Christmas to New Years) – Enjoy the Holidays with Friends and Family! Summer Hours (Memorial Day to Labor Day) – Enjoy 13 Fridays Off! Why This Role This is both a front‑line sales leader and the revenue function leader who sits on the executive team. Build and scale a great company with tangible growth potential. Leadership is committed to the success of this role. Building structure Coaching teams ...and want a role where your impact will be visible quickly, this might be worth a conversation. #J-18808-Ljbffr Evolving Solution Services