Sales Roles: What are the key roles in a Sales team?

Aligning on the roles for sales success

Successful sales teams consist of diverse roles, each contributing uniquely to the team's overall success. These roles can be segmented by territory, product type, or industry vertical, but all are critical in driving sales and ensuring customer satisfaction. Depending on your size you might not have all these team players yet but it is still important to be able to segment each role to understand and make sure they are covered by someone. In some cases, one person will play several of these roles. Each has their own specificities and measures of success. 

Here’s an overview of key roles within a thriving sales team:

Head of Sales: The head of sales is there to set the strategies (Go-To-Market and sales) and assign objectives, incentives and tracking mechanism to ensure sales and revenue targets stay on track and within the plans and forecasts, working closely with his team and cross-functionally as needed to ensure revenue targets are met or exceeding and accelerated. 

Typical measures of success: Actual sales meet or exceed the planned sales. Profit margins and he or she shares many more as listed under each role. It is a high stake and pressure role, also highly rewarded when managing a successful sales team. 

Sales Development Representative (SDR): SDRs are tasked with generating new leads and qualifying prospects. This role is typically an entry-level position within the sales team, serving as the initial touchpoint in the sales process. Their primary goal is to set the stage for deeper engagement by identifying potential customers and nurturing initial interest.

Typical measures of success: Leads generated, introductory sales calls, new opportunities generated etc.

Account Executives (AE): AEs take over once leads are qualified, guiding prospects through the sales funnel to close. More experienced than SDRs, they negotiate terms and finalize contracts, ensuring that each deal aligns with the strategic goals of the organization. Their expertise in deal-making is crucial for converting opportunities into actual sales.

Typical measures of success: Qualified Opportunities, Closed Opportunities, Win-Loss ratio, Sales closure cycle time, quarterly revenue and bookings quotas, gross margins on deals etc. 

Sales Operations “Sales ops”: In sales, a sales operations person works behind the scenes to optimize the sales process. They analyze data, streamline workflows, manage technology like the CRM system, and collaborate across departments to help the sales team achieve their goals and drive revenue growth.

Typical measures of success: Sales Cycle Length, Win Rate, Quota Attainment, Forecast Accuracy, CRM Data Quality / reliability (Audit!), Sales team productivity (number of contacts made, leads assigned and worked, deals closed, successful meetings etc.)

Client Success, Deployment & Solution Configuration: This customer success role bridges the gap between sales and operational teams. Specialists in this area ensure that the solutions sold are implemented effectively and align with the client’s needs and timelines. They play a pivotal role in customer retention by delivering on the promises made during the sales process.

Typical measures of success: Deployment satisfaction, On-time delivery, Service tickets complaints resolution time, Adoption/utilization etc.

Account Managers: After a sale is closed, account managers take the lead in maintaining and expanding the relationship. They are responsible for ensuring client satisfaction, managing account renewals, and identifying opportunities for upselling. Their continuous engagement with clients helps to prevent churn and fosters long-term loyalty.

Typical measures of success: Customer Satisfaction, Upsell revenue, Renewal rates, price increases. 

Operations, Production & Product Managers: These roles are integral in realizing a sales-driven culture within the organization. They do not directly engage in selling but support the sales process by enhancing product delivery and operational efficiency. Their work is vital for sustaining profitability and ensuring that the sold solutions are feasible and delivered on time.

Typical measures of success: Customer Satisfaction related to the product itself, win-loss ratio linked to customers picking a competitor over the company’s solution. Quality of service, service tickets volume and resolution time etc. 

Financial Managers: Financial experts such as controllers, CFOs, and financial analysts are crucial for setting the financial parameters of sales contracts. They define payment terms, pricing strategies, and profitability targets, ensuring each deal meets the company’s financial health requirements. Their analysis helps in maintaining a balance between client satisfaction and the company’s financial sustainability.

Typical measures of success: Gross profit margins, Quarterly forecasts accuracy, cash flow etc. 

In a truly effective sales organization, these roles do not operate in silos. Instead, they form a cohesive unit with a shared responsibility for the team's success. Superstar companies understand that collaborative efforts across these roles lead to better deal closure rates, higher customer satisfaction, and ultimately, stronger company performance. This chapter emphasizes the importance of each role in contributing to a holistic sales strategy that supports sustainable growth and client satisfaction.