Reports To
General Manager
Owns
The entire national sales team
Function
Sales & Commercial
Network
22+ branches, PAN-India
Location
Noida · PAN-India remit
Travel
60-70%
Experience
12-17 years
Business Today
Approx. ₹60 Cr revenue
The National Sales Head owns the entire national sales organization and is accountable for its number, its people and its discipline. The role does three things at once: set the commercial strategy, build the operating system that delivers it, and lead the team that wins the business on customer sites across India. The right leader is equally credible presenting a growth plan to the board and on site with a sales engineer.3. Scope & Key Responsibilities
3.1 Own the National Sales Organization
3.1.1 Assume full ownership of the entire sales function for the rental business - both the Field Sales and the Inside Sales teams - as their single accountable leader.
3.1.2 Hold the authority, and the expectation, to evolve the sales structure as the business scales: defining roles, spans of control and reporting lines, and redrawing territories and team design wherever growth or efficiency demands.
3.1.3 Build the organization so that the field and office teams operate as one continuous funnel, with clean hand-offs from demand generation through closing to on-site service.
3.2 Set the Commercial Strategy & Growth Agenda
3.2.1 Define and own the national sales strategy, aligned to the company's ambitions and the ₹100 crore-plus trajectory.
3.2.2 Read the market with rigour to identify the regions, zones, cities, project segments and customer cohorts that will carry growth.
3.2.3 Translate that view into clear priorities, a deliberate allocation of effort and resource, and a credible annual operating plan.
3.3 Design & Build the Sales Operating Engine - Territory & Segmentation
3.3.1 Within the company's guardrails, design and build the territory model: coherent territories drawn on genuine business density rather than geography alone, to city and PIN-code level, with a named owner for every city, its Tier-1/2/3 belts and surrounding industrial corridors.
3.3.2 Within those guardrails, design and put in place an Engaged / Frequent / Active (EFA) account logic, so that every territory is built to carry a viable base of active accounts and a minimum book before it is considered complete.
3.3.3 Segment by division Construction and by ticket size, deploying the right people and the right cadence to each.
3.4 Build a Two-Directional Lead Engine
3.4.1 Engage consultants, architects, EPC and PMC partners and design teams at the specification stage, so the company is designed into projects before procurement opens (forward leads).
3.4.2 Equip the field to surface un-specified applications discovered on live sites and feed them back, converting them into specified, defensible opportunities (reverse leads).
3.4.3 Track every lead and opportunity in the CRM across a multi-quarter horizon, protecting premium positioning through early presence at the tender stage.
3.5 Lead, Coach & Build the Two Teams
3.5.1 Inspire, direct and hold to account both the Field Sales team (Regional and Area Sales Managers, Sales Engineers / Territory Managers and Key Account Managers) and the office-based Inside Sales team (enquiry handling, prospecting, quotation follow-up, order coordination and CRM hygiene).
3.5.2 Establish structured onboarding - a defined field-shadow period followed by classroom training - before any representative operates a territory independently.
3.5.3 Coach directively for new hires and shift to observation-led coaching as they mature, capturing every joint customer visit in a written field-coaching note.
3.5.4 Develop the next generation of leaders (Sales Engineer → Area Sales Manager → Regional Sales Manager) from within, setting a culture of ownership, collaboration and high standards.
3.6 Win, Grow & Steward Key Customers
3.6.1 Build and maintain trusted relationships with the company's most important customers, understanding their requirements and delivering exceptional service.
3.6.2 Segment customers intelligently and tailor strategy to each; engage their managing, procurement, project and EHS leadership personally to originate and unlock major contracts.
3.6.3 Establish a deliberate cadence of customer contact so that key relationships are managed with intent, and partner with marketing to convert market insight into demand.
3.6.4 Watch the key accounts closely and grow them by design: set an explicit objective to expand the company's share of each key customer's spend, so that a greater portion of their wallet comes to Y year after year.
3.6.5 Drive the introduction and adoption of the full and newest product range within key accounts - placing new products deliberately, broadening the relationship beyond the established lines and opening fresh avenues for growth.
3.6.6 Sell by solving: listen closely to each customer's operational problems, define the problem statement with precision, and pitch products and solutions - the newest ones included - built squarely around resolving it, so that growth with key accounts is won on value rather than price.
3.7 Scale the Rental Franchise Profitably
3.7.1 Lead with a productivity consultation that quantifies the customer's direct and indirect costs, and with safety-driven solutions - engaging site safety officers, site heads and project managers (PMs) directly on site - positioning rental on value rather than price.
3.7.2 Protect margin through list-price discipline - rental is the most profitable line precisely because it is not discounted.
3.7.3 Engineer the commercials - tenure, advance-plus-instalment terms, e-mandate collections and ownership-retained logic - so that the book is sticky and cash flow predictable.
3.7.4 Operate as a techno-commercial leader - combining technical command of the product and its on-site application with commercial sharpness - and pursue continuous innovation in selling and pricing methods to lift asset utilizations and overall yield.
3.8 Govern Revenue Sharing & Territory Conflict
3.8.1 Operate a transparent sold-to / ship-to credit model so that both the closer of an order and the owner of the site on which material lands are fairly rewarded.
3.8.2 Resolve disputes by principle and by the system record - territory, opportunity and dates - allowing ground-level friction but never leadership-level bending.
3.9 Exercise Commercial Stewardship
3.9.1 Own the sales budget and the cascade of targets across regions, cities and individuals, reconciling plans to the named-account base without gaps.
3.10 Champion Safety, Compliance & Industry Standing
3.10.1 Lead from the front on the safe and proper use of access equipment - the heart of this business - and on improving construction practices for safety and performance.
3.10.2 Establish regional control mechanisms for consistency, represent the company with industry bodies and standards forums, and build the trusted regional network on which sustained growth depends.
