Industrial Equipment & Machinery
25 Sept
Regional Sales Manager - North
Scope & Key Responsibilities
Own the North Regional Sales Organisation
Assume full ownership of the entire sales function for the rental business in North India — both the Field Sales and the Inside Sales teams — as their single accountable leader for the region.
Hold the authority, and the expectation, to evolve the regional 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.
Build the organisation 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.
Set the Regional Commercial Strategy & Growth Agenda
Define and own the North India sales strategy, aligned to the company's ambitions and the regional revenue trajectory set by the National Sales Head.
Read the North India market with rigour to identify the zones, cities, project segments and customer cohorts within the region that will carry growth.
Translate that view into clear priorities, a deliberate allocation of effort and resource, and a credible annual operating plan for the North.
Design & Build the Regional Sales Operating Engine — Territory & Segmentation
Within the company's guardrails, design and build the territory model for North India: 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 across the North.
Within those guardrails, design and put in place an Engaged / Frequent / Active (EFA) account logic, so that every territory in the North is built to carry a viable base of active accounts and a minimum book before it is considered complete.
Segment by division Construction and by ticket size, deploying the right people and the right cadence to each.
Build a Two-Directional Lead Engine
Engage consultants, architects, EPC and PMC partners and design teams at the specification stage across North India, so the company is designed into projects before procurement opens (forward leads).
Equip the North field team to surface un-specified applications discovered on live sites and feed them back, converting them into specified, defensible opportunities (reverse leads).
Track every lead and opportunity in the CRM across a multi-quarter horizon, protecting premium positioning through early presence at the tender stage.
Lead, Coach & Build the Two Teams
Inspire, direct and hold to account both the Field Sales team (Area Sales Managers, Sales Engineers / Territory Managers and Key Account Managers for the North) and the office-based Inside Sales team (enquiry handling, prospecting, quotation follow-up, order coordination and CRM hygiene).
Establish structured onboarding — a defined field-shadow period followed by classroom training — before any representative operates a territory independently.
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.
Develop the next generation of leaders (Sales Engineer → Area Sales Manager) from within the North team, setting a culture of ownership, collaboration and high standards.
Win, Grow & Steward Key Customers
Build and maintain trusted relationships with the company's most important customers across North India, understanding their requirements and delivering exceptional service.
Segment customers intelligently and tailor strategy to each; engage their managing, procurement, project and EHS leadership personally to originate and unlock major contracts in the region.
Establish a deliberate cadence of customer contact so that key relationships in North India are managed with intent, and partner with marketing to convert market insight into demand.
Watch the North 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.
Drive the introduction and adoption of the full and newest product range within North key accounts — placing new products deliberately, broadening the relationship beyond the established lines and opening fresh avenues for growth.
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.
Scale the Rental Franchise Profitably
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.
Protect margin through list-price discipline — rental is the most profitable line precisely because it is not discounted.
Engineer the commercials — tenure, advance-plus-instalment terms, e-mandate collections and ownership-retained logic — so that the North book is sticky and cash flow predictable.
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 across the region.
Govern Revenue Sharing & Territory Conflict
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 within the North are fairly rewarded.
Resolve disputes by principle and by the system record — territory, opportunity and dates — allowing ground-level friction but never leadership-level bending.
Exercise Commercial Stewardship
Own the North region's sales budget and the cascade of targets across zones, cities and individuals, reconciling plans to the named-account base without gaps.
Champion Safety, Compliance & Industry Standing
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 across the North region.
Establish zone-level control mechanisms for consistency, represent the company with industry bodies and standards forums in the North, and build the trusted regional network on which sustained growth depends.