Sales Manager, FareHarbor

• 3–7+ years in B2B sales, with proven success as a top individual contributor
• 2+ years managing sales reps to quota
• Demonstrated ability to coach reps through complex sales cycles
• Strong command of pipeline math, forecasting, and deal strategy
• Comfort delivering difficult feedback and holding high standards
• Experience managing change, new processes, or performance resets
• Who thrives in this role:
• Leaders who love coaching and accountability
• Operators who care about outcomes, not optics
• Managers who run toward problems instead of avoiding them
• People who want to build something great — not just manage what exists

Desirable

• As a Sales Manager at FareHarbor, you will own the performance, development, and execution of a team of Account Executives. You are accountable for results, not activity — and for building a culture where expectations are clear, coaching is rigorous, and performance is non-negotiable
• This is a hands-on leadership role for someone who knows how to:
• Coach sellers to target
• Diagnose pipeline problems early
• Hold tough performance conversations
• Develop future leaders
• Team Performance and Results:
• Lead a team of Account Executives to consistently achieve quarterly Closed Business (CB) and New Business (NB) targets
• Ensure ≥70% of reps are at or above 80% of target each quarter
• Own team forecasting with accuracy (±10%) and clear risk identification
• Drive healthy pipeline coverage and stage integrity
• Coaching & Development:
• Run weekly 1:1s focused on deal strategy, skills development, and performance gaps
• Conduct regular deal reviews and pipeline rebuilds for underperforming reps
• Develop and execute individualized coaching plans for bottom-quartile performers
• Ensure new hires ramp effectively within their first 90 days
• Execution & Operating Cadence:
• Lead weekly forecast, pipeline, and performance meetings
• Enforce consistent sales process, qualification standards, and CRM hygiene
• Identify issues early, no end-of-quarter surprises
• Partner closely with Enablement, Operations, and Leadership to remove friction
• Talent & Accountability:
• Proactively manage performance, including formal improvement plans when required
• Make clear, timely recommendations on promotions, role changes, or exits
• Build internal bench strength by identifying and developing high-potential AEs
• Model high standards, ownership, and professionalism
• What success looks like (first 6-12 months):
• Your team reliably hits or exceeds quarterly targets
• Forecast accuracy improves and remains consistent
• Performance issues are identified and addressed early
• Top performers feel supported and challenged
• Underperformance is resolved quickly and fairly
• You are seen as a trusted operator and talent developer