Regional Sales Manager

Lead, coach, and hold the western Territory Managers accountable for carrying out McGill’s Business Development Growth Plan and their individual territory plans. Grow sales and gross profit by protecting current business, selling more of McGill’s capabilities, winning new accounts, and building Customers for Life.

This role supports McGill’s 2028 company revenue and gross profit goals. Regional targets will come from the assigned territory plans.

This position will report to the Business Development Manager and work alongside the other Regional Sales Manager using common expectations, scorecards, and review practices.

• Execute the territory plans:
  Turn each rep’s plan into named customer priorities, sales goals, actions, owners, and dates. Review actual results against plan and address gaps early. Manage the entire territory, including developing accounts and prospects.
• Grow the customer base:
  Deliver each plan’s active-customer growth goal, generally at least 10–20% over the 2026 baseline. Increase the number of customers buying $20,000 or more annually. Track new accounts, returning customers, and lost business. Make sure a customer who goes 90 days without an order receives a visit.
• Protect and penetrate important accounts:
  Ensure regional Top 50 accounts have clear plans covering contacts, service needs, competitors, risks, and additional products or applications McGill can supply. Ask:
  Why isn’t this a bigger account?
• Coach in the field:
  Hold regular one‑on‑one meetings and make joint customer visits. Help reps book face‑to‑face meetings, uncover applications, and sell the value of McGill’s knowledge, responsiveness, fabrication, and supplier breadth. Log in‑person meetings only when the rep was actually there.
• Manage opportunities and follow‑through:
  Keep the opportunity tracker current. Every open opportunity needs an owner, a clear next step, and a date; close won or lost items promptly. Help reps move quotes toward orders and resolve stalled business.
• Connect the selling team:
  Ensure each rep meets one OKC team monthly on rotation: OEM, Key Accounts, and Customer Service. Review the plan and scorecard together. Coordinate lead and campaign follow‑up with marketing, website sales, branches, and any approved outbound calling resources.
• Use specialists and suppliers:
  Bring Hydraulics Specialist into hydraulics, crimper, and training opportunities;
  Terminal Manager into terminal and transfer‑system work; and supplier reps into appropriate joint calls. Work with Product Development to expand applications and product coverage in the plan’s priority markets.
• Grow profitable solutions:
  Coach reps to explain lifecycle value, including downtime, labor, replacement frequency, and application fit. Grow McGill’s full offering across hose, fittings, tubing, valves, assemblies, fabrication, and testing. Guide pricing within company authority and review gross profit alongside revenue.
• Maintain useful customer data:
  Hold reps accountable for current Rubber Tree CRM records, contacts, locations, call notes, opportunities, and follow‑up. Flag SIC, Top 50, OKC, product‑group, and account‑assignment issues for coordinated cleanup with the responsible teams.
• Develop people and consistent execution:
  Train and onboard assigned reps, set clear expectations, give direct feedback, and address performance gaps. Work with Pat and Andy to maintain consistent standards across both regions.

• A strong record in sales and customer service, with knowledge of McGill’s products, capabilities, and customers.
• Ability to coach, organize, and hold a team accountable while working well across departments.
• Comfort using sales reports and CRM to set priorities and measure…