Senior Sales Leader · Management & Senior Executive
Building and leading sales teams internationally
As a sales leader in a permanent position, I develop people, teams and structures together. I establish clear roles and processes, nurture talent and take long-term responsibility, including across countries and time zones.
What makes a strong sales team
- Clear roles and responsibilities – from field sales and inside sales to key accounts.
- A shared sales process with defined stages, criteria and interfaces.
- KPIs that steer instead of merely documenting: pipeline, win rate, cycle time, forecast accuracy.
- Regular coaching in daily work instead of occasional training.
- A culture that talks openly about numbers, lost deals and lessons learned.
How I build and lead teams
I start with what is already there: people, processes, numbers. Building on that, I develop a target picture for the sales organisation together with management and implement it step by step.
- Assessment of team, process, pipeline and KPIs.
- Target structure with roles, responsibilities and objectives.
- Introduction of a unified sales process with forecast and pipeline routines.
- Coaching of managers and sales staff in daily business.
- Continuous development: improve standards, develop talent and strengthen the organisation for the long term.
Leading across borders
Distributed teams need more structure and more communication than teams in one place. I have led sales organisations in South America, Asia and North America and know the differences in expectations, decision paths and collaboration. In German, English and Portuguese I can reach teams in their own language.
Frequently asked questions
When is the right time to build a sales team?
Usually when sales can no longer be carried by management alone or when a new market is to be addressed systematically.
Do you also take over team leadership?
Yes. My focus is on leading and developing international sales teams over the long term, with clear responsibility for people, strategy and results.
How do we measure whether it pays off?
We agree KPIs in advance – for example pipeline volume, win rate, cycle time and forecast reliability – and review them regularly.
Let's talk
Tell me about the leadership position, its scope of responsibility and the long-term objectives. I usually reply within two working days.
Discuss a leadership role