Sales Manager

ABOUT US

Founded in San Francisco in 2010, Off the Grid is a leading mobile food innovator changing where and how food is consumed and created by transforming underutilized and temporary spaces into community gathering places. Through public markets, corporate dining services and catering options, Off the Grid brings communities together around food while increasing economic opportunity for mobile food entrepreneurs. Acclaimed for reinvigorating the Bay Area street food scene through public events and catering that feed more than 100,000 people weekly, Off the Grid also offers a suite of business to business products and services, including Off the Grid Catering.

The Sales Manager is the person who makes OTG's revenue predictable. This role owns the catering pipeline—its honesty, its velocity, and the forecast the company plans against—and develops the reps who fill it.

We’re looking for a builder. We want this dedicated Sales manager to build on the infrastructure the Sales team uses now refining the enablement playbook, the outbound engagement motion, and the rules governing the structure of the Sales process and Sales rep workflows.

This is not a closing role and it does not carry a quota.

The ideal candidate is a seasoned sales leader who coaches rather than closes, who has built a forecast they would stake their credibility on, and who understands that in hospitality the sale is the client's first experience of the brand.

Everything OTG does begins with someone deciding to work with us. Catering is roughly 90% of the 2026 revenue plan, and this role owns whether that plan holds—not by closing deals, but by building the discipline and the demand that make closing predictable.

Every event the team books is a paid day for independent food creators and another space activated for a community. This is where OTG's purpose meets its plan: the more reliably we sell, the more local businesses we strengthen and the more often we get to do the thing we exist to do.

OTG's revenue moves through a single chain; marketing generates demand, sales converts it, production delivers it. This role owns the middle link and is accountable at both of its gates.

• Marketing owns generating and qualifying demand.
• The Sales Manager owns what happens next: who routes a qualified lead, the SLA from qualified to opportunity, what happens when one sits untouched, and how campaign attribution survives through to a closed‑won deal.
• Lead‑quality feedback flows back to marketing in days, not quarters. You broker that loop in both directions—what marketing sends, what reps actually work, and what converts.

• A signed contract is a promise the field has to keep. The Sales Manager is accountable for what is sold being producible—scope, headcount, site, and margin—and for the completeness of what reaches the Production Manager.
• The Production Manager plans against that handoff through event‑ready.
• Ownership of event scope and handoff in order to ensure margin and scope is actionable by production team.

These are quality gates, not walls. An oversold event is an operations emergency, not a sales win.

• Own the honesty of the catering pipeline—stage‑advance criteria, a next step and a date on every open opportunity, and close‑lost discipline when a deal is done
• Maintain pipeline coverage at or above 3× forward revenue, and drive deals without movement past two weeks to zero
• Produce a weekly and monthly forecast built on OTG's own stage‑level close rates and probability weighting—a commitment leadership can plan against, not an estimate
• Manage activity as rigorously as pipeline: roughly a third of booked revenue comes from deals created and closed inside the same month, and never appears in a pipeline snapshot
• Reduce single‑rep and single‑deal concentration as an explicit goal, not a footnote

• Run weekly 1:1s with every rep—pipeline review, deal coaching, and development goals, with notes that persist and…