Chief Sales Officer

Solid Ground Solutions is seeking a hands‑on Chief Sales Officer to build a scalable, measurable sales operating system across its portfolio of home services businesses. This is not a headquarters‑only strategy role. The CSO will own the system that turns leads into profitable revenue: talent, process, training, coaching, pricing discipline, financing, capacity, accountability, and continuous improvement.

One Sales Operating System Codify a repeatable in‑home selling process from pre‑call preparation through discovery, inspection, presentation, financing, proposal, close, follow‑up, and cancellation prevention. Define non‑negotiable standards while allowing product‑ and market‑specific adaptation.

A Performance Culture Install daily and weekly scorecards, manager huddles, pipeline and issued‑lead reviews, ride‑along routines, call/video review where available, role‑play, and monthly business reviews. Create visibility early enough to change an outcome—not simply explain it after month‑end.

A Sales Talent Machine Create recruiting profiles, selection standards, onboarding, certification, ramp milestones, continuing education, performance improvement plans, succession paths, and objective criteria for upgrading talent.

Manager Excellence Make frontline sales managers accountable for coaching and development, not merely reporting numbers. Establish manager scorecards that measure team production, spread, ramp, retention, coaching activity, and process compliance.

A Test‑and‑Learn Engine Systematically identify top performers and winning behaviors, test scripts/offers/financing/presentation methods, and rapidly scale what works across the portfolio.

• Own sales performance across the portfolio in partnership with General Managers, with clear accountability for close rate, net sales, average ticket, revenue per issued lead, productivity, cancellations, discounting, and forecast accuracy.
• Translate company revenue plans into required issued leads, sits, closes, net sales, salesperson capacity, hiring needs, and manager‑level targets by market.
• Build a common KPI dictionary and source‑of‑truth dashboard so every operating company measures sales performance consistently.
• Segment performance by market, manager, representative, tenure, product, lead source, financing type, price/discount level, and other actionable dimensions.
• Establish leading indicators—not just lagging revenue metrics—including demo/process adherence, financing presentation, follow‑up activity, ride‑alongs, role‑play, and manager coaching.
• Develop a structured in‑home sales methodology centered on customer discovery, problem diagnosis, value creation, technical credibility, clear options, financing, objection resolution, and an ethical ask for the business.
• Build onboarding and certification with defined 30/60/90‑day productivity expectations and clear gates before representatives run leads independently.
• Create ongoing training around product knowledge, price presentation, financing, objection handling, urgency, closing, follow‑up, and cancellation prevention.
• Institute field coaching and ride‑along standards for CSO, regional/portfolio leadership, GMs, and sales managers; spend meaningful time where selling actually happens.
• Create a rapid‑response performance playbook for markets or teams falling below standard, with root‑cause diagnosis, action owners, milestones, and follow‑up.
• Partner tightly with Marketing on lead quality, source economics, speed‑to‑lead/appointment quality, capacity, and feedback loops; optimize for revenue and contribution per lead rather than close rate in isolation.
• Partner with Finance on forecasting, pricing and discount guardrails, compensation design, and unit economics; ensure incentives reward profitable, collectible net revenue—not bad volume.
• Partner with Operations to ensure the sales promise can be fulfilled, reduce preventable cancellations, and incorporate installation/service feedback into training.
• Lead sales integration for acquisitions: assess talent and process quickly, establish baseline KPIs, identify near‑term wins, and migrate businesses to the Solid…