Manager of Sales

Just Right Reader is a forward-thinking curriculum provider committed to advancing literacy for students from Birth through 12th Grade. Our comprehensive resources are designed to support all learners, including upper-grade students requiring additional intervention to develop foundational skills. Grounded in the Science of Reading, our high-quality materials and tools equip educators with the support they need to accelerate achievement and foster lifelong readers.

Position Overview:

We are looking for a Manager of Sales to build, coach, and lead a team of Partnerships Directors who are largely new to sales. Most of our Partnerships Directors come from education backgrounds - they are former teachers, instructional coaches, and school leaders who bring deep credibility and authentic relationships in the districts we serve. They understand our mission and our customers deeply, but many are still developing their sales instincts, pipeline discipline, and closing skills.

The Manager of Sales will take a talented, mission-aligned team and systematically develop them into confident, capable, and increasingly independent sellers - without losing what makes them exceptional with educators. This is as much a teaching and coaching role as it is a sales management role, and the right person will be genuinely energized by that challenge.

The Manager will define what good sales execution looks like, from onboarding and 30/60/90-day expectations through pipeline management, customer conversations, forecasting, and closing. This person will build sales practices largely from the ground up, creating the playbooks, routines, and standards that give newer sellers the tools and confidence to succeed. They will use data proactively to understand performance, identify risks and opportunities, and determine what action should happen next.

The Manager will work closely with the CEO and Sales leadership while bringing an independent, data-informed perspective to team performance and development.

• Directly manage and develop a team of Partnerships Directors, establishing clear expectations, goals, priorities, and accountability from day one.
• Build the foundational sales skills of team members who are transitioning from education or other non-sales backgrounds, meeting them where they are and helping them grow.
• Build strong relationships through regular 1:1s, coaching, feedback, and performance reviews.
• Tailor coaching and development to each rep's strengths, needs, and pipeline - recognizing that people on this team are at different stages of their sales development.
• Recognize and celebrate wins to build confidence and momentum across the team.
• Address performance issues directly and fairly, with clear expectations and actionable improvement plans.
• Identify high-potential team members and develop them toward future senior sales roles.

• Build sales standards, playbooks, and best practices largely from the ground up for a team that is newer to formal selling.
• Create practical, accessible playbooks, tools, templates, talk tracks and other resources that give newer sellers the structure and confidence to execute consistently.
• Translate complex sales concepts into frameworks and language that resonate with educators who are building these skills for the first time.
• Build and maintain 30/60/90-day onboarding and development plans for new team members that build systematically from their education strengths.
• Establish regular team routines for pipeline reviews, deal strategy, forecasting, skill development, and sharing what is working.

• Coach newer sellers through real opportunities - including customer conversations, storytelling, handling objections, and advancing deals - with the patience and specificity that new-to-sales professionals need.
• Review calls, outreach, pipeline activity and customer interactions to provide specific, actionable feedback that builds skills rather than just correcting mistakes.
• Use performance data to create targeted development plans and measure progress over time.
• Build a clear and motivating development path toward greater responsibility.

• Own the team's Hub Spot data and visibility into pipeline, activity, conversion, sales velocity, forecast and progress against goals.
• Use data and leading indicators to identify trends, risks, gaps and opportunities before they appear in revenue results.
• Translate sales…