The Sales Manager is responsible for delivering sales outcomes across their allocated territories by leading a high-performing team of Sales Consultants and Associates. This role owns the execution of estate-level pricing, stage release strategies, promotional activities, and customer experience management. Working closely with the Head of Sales, the Sales Manager will convert sales targets into tactical actions, manage people, and maintain strong local market intelligence to position the Developments competitively.

Accountability: Lead an engaged and skilled workforce

Lead the Sales Associates and Consultants of the business

Complete workforce planning activities across the business to help with a forward-looking recruitment process rather than reactive

Support the recruitment process to ensure the right talent suited to each role is hired and supports YourLand’s desired culture

Conduct the performance management process to ensure that staff are set clear and measurable expectations for performance

Manage role clarity, ensuring that roles are clearly defined, that the right people are filling those roles and that they are suitability skilled in their positions

Lead the implementation of the reward and recognition approaches to support and engagement workforce aligned to company priorities

Motivate and inspire employees across the business maximising performance, alignment and retention

Ensure leave planning takes place across the business, reducing the incidence of peak periods being understaffed and/or excessive leave balances accruing

Ensure the delivery of profitable sales against target

Implement and manage sales process excellence

Manage the customer experience

Provide Market and Project Intelligence

High Values Activities (HVAs)

1. Team Leadership: Conduct monthly 1:1 performance conversations with each Sales Associate and Consultant to review progress against KPIs, clarify role expectations, identify development needs, and address any performance or engagement issues.

2. Sales Meeting: Lead a weekly sales rhythm meeting every Monday, covering pipeline progression, current objections, recent wins, promotional activity, any required coaching and ensure meeting notes are shared with actionable items recorded.

3. Sales Conversions: Review the sales pipeline and enquiry-to-sale conversion data each fortnight, identifying any team members falling below target and intervening with tailored coaching or resource adjustments; document at least one proactive intervention based on this data.

4. Project Visits: Attend project sites to engage with on-the-ground sales teams, assess site presentation standards, and observe the local customer journey firsthand; follow up with a written insight summary and actions, shared with the broader sales leadership team

5. Builder and referral partners: Facilitate one builder or referral partner meeting per month, aiming to strengthen external relationships, share updates on product or market shifts, and gather insights on customer trends or objections; prepare a written summary with key takeaways and opportunities, distributed internally within three working days.

6. Pricing and release sessions: Lead monthly pricing and release planning sessions for upcoming stages, working in close consultation with the Head of Sales to align on timing, positioning, and competitive context.