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Sales Manager

hace 15 horas

Atlanta

Sales Manager, Gallo Legal Services — Atlanta (Chamblee area), Georgia (On-site) Reports to: CEO Employment Type: Full-Time Direct Reports: Three Sales Representatives About Gallo Legal Services Gallo Legal Services is the largest privately owned legal support services firm in Georgia. We provide court reporting, legal videography, trial services, and litigation support to law firms across the state, nationally, and internationally. We operate with approximately 80 employees and a growing network of independent contractors. We have been recognized multiple times by the Atlanta Business Chronicle as one of Atlanta's Best Places to Work, including a first-place ranking in the medium-sized business category. We serve the legal industry, an environment where precision, follow-through, and relationships aren't preferences, they're requirements. Our clients are attorneys who hold us to a high standard. That standard runs through everything we do, including how we grow. We're a growth-minded, systems-driven organization. We don't do corporate theater. We don't do vanity metrics. We build real things and we hire people who do the same. Why This Role Exists This role exists because we are ready to grow, and growth requires infrastructure. We need someone who can build the function from the inside, not manage activity for the sake of activity, but build the systems, develop the people, and drive the revenue outcomes that a company at our stage requires. If you've been in a sales or sales management role where you knew exactly what needed to happen but didn't have the authority or the platform to build it, this is that opportunity. What You'll Own Lead and Develop the Sales Team You manage, coach, and hold accountable three sales representatives. You set clear individual expectations, run consistent pipeline reviews, and build a performance culture where results are tracked and accountability is real. You develop your reps, not just manage their activity, but actually build their skills, their confidence, and their ability to sell in the legal services space. Underperformance is addressed directly and early. You don't wait for it to resolve itself and you don't push it up to the CEO. Own Pipeline Visibility and CRM Discipline You are responsible for knowing at any given moment what is in the pipeline, where every opportunity stands, what is at risk, and what is coming. You build and enforce CRM discipline so that pipeline data is clean, current, and actionable. No surprises. No gaps. When leadership asks where we stand, the answer comes from a system, not a memory. Drive New Business Aggressively You identify law firms that don't know us and build the strategy and infrastructure to change that. You segment the market, prioritize targets, develop the outreach playbook, and ensure your team is executing against it consistently. The legal services market in Georgia is large, and we are not in every firm we should be in. That is your problem to solve. Protect and Grow Existing Client Relationships You ensure existing law firm relationships are protected, nurtured, and expanded. You identify upsell and cross-sell opportunities across our service lines: court reporting, legal videography, trial services, interpreting, translations, process service, and litigation support. You work with scheduling, production, and operations to ensure client satisfaction issues are flagged and resolved before they become losses. Collaborate with Marketing to Drive Revenue You work closely with our Marketing Manager. Your job is to bring the sales perspective: where the pipeline gaps are, which firm types and practice areas represent the highest opportunity, and what messaging is actually landing with attorneys and paralegals in the field. The Marketing Manager brings the execution expertise. Together you align campaign priorities, target audiences, content focus, and event strategy to pipeline outcomes rather than impressions. You hold up your end of that partnership by showing up with clean data, clear priorities, and a point of view on what sales needs marketing to do. When the two functions are aligned, everyone wins. Building that alignment is part of your job. Build the Infrastructure You establish the rhythms, processes, and tools that a high-performing sales function requires: weekly pipeline reviews, monthly reporting, territory management, performance documentation, and compensation tracking. You build systems that work without heroics. Report and Communicate You bring clean data and clear thinking to leadership. You report on pipeline, activity, results, and market intelligence in a way that enables real decisions. Leadership should never be surprised by a revenue shortfall you saw coming. What This Role Is Not This is not a player-coach role. You are not expected to carry your own book of business or run your own deals. Your job is to build and lead the function. This is not a role for someone who manages by activity metrics alone. We don't care how many calls were made if nothing is converting. We care about pipeline quality, conversion rates, and revenue outcomes. This is not a role where you wait to be told what to do. If the pipeline is thin, you address it. If a rep is underperforming, you coach them. If marketing isn't generating leads, you redirect it. You are proactive, and you own outcomes. This role is wrong for you if you: • Need consensus before making decisions or taking action, • Struggle to give direct feedback or have difficult performance conversations, • See your job as coordinating activity rather than driving results, • Prefer environments with layers of approval and defined swim lanes, • Have managed sales teams but never built one Your First 90 Days Days 1–30: Learn the business. Understand our services, our market position, our clients, and our competitive landscape. Meet every member of the sales team and assess where each person is: skills, pipeline habits, relationships, gaps. Audit the CRM. Understand what marketing has been doing and what it has produced. Map the market opportunity. Get a complete picture before you start changing things. Days 31–60: Start building. Establish the pipeline review cadence and CRM discipline. Begin coaching each rep with clear individual expectations and documented targets. Work with the marketing to establish priorities aligned to sales targets. Identify the biggest immediate opportunities – firms we should be in that we aren't – and launch the initial outreach strategy. Present a 90-day forward roadmap to the CEO. Days 61–90: The function should be visibly operational. Pipeline is clean and visible. Reps have clear targets and are being managed against them. Marketing activity is aligned with revenue priorities and producing measurable pipeline contribution. You can walk into any leadership conversation and tell us exactly where we stand and what's coming. The CEO is not managing the sales and marketing function anymore. How Success Is Measured • Pipeline is clean, current, and visible in the CRM at all times, • Each rep has clear individual targets and is being actively coached and held accountable, • New business outreach is systematic, prioritized, and executing consistently, • Marketing activity is tied to sales priorities and producing measurable pipeline output, • Existing client relationships are protected and growing, • Revenue targets are being met or exceeded, • Leadership has clean data and clear reporting, • The sales and marketing function operates without requiring CEO involvement in day-to-day management, • The team is developing. Reps are measurably stronger six months in than they were on day one What We're Looking For • 5+ years of sales experience with at least 2 years in a sales management or leadership capacity, • Track record of building and developing sales teams — not just managing activity, but growing people, • Demonstrated ability to drive new business in a B2B environment — identifying opportunities, building strategy, and executing, • Disciplined CRM user who builds pipeline visibility rather than tolerating gaps, • Experience providing strategic direction to a marketing function or working cross-functionally with marketing to drive revenue, • Strong coaching and accountability skills — direct, clear, and effective without being destructive, • Systems thinker who builds process and infrastructure rather than managing chaos indefinitely, • Direct communicator who handles difficult conversations without avoidance or delay, • Strong documentation habits. You know what needs to be in writing, and you put it there, • Legal services, professional services, or B2B services background preferred. Familiarity with the legal industry is a meaningful advantage Compensation and Benefits • Competitive base salary commensurate with experience: Atlanta market, • Performance bonus tied to revenue outcomes, • Medical, dental, and vision insurance, • Short-term disability and life insurance, • 401(k) retirement savings plan, • Professional development opportunities, • Direct CEO access in a stable, growth-oriented company, • Clear path to Director title and compensation as the function grows under your leadership Why Gallo You've probably worked somewhere that called itself sales-driven but had no real pipeline discipline, no coaching culture, and no clear connection between activity and outcomes. Or you've been handed a team with potential and no infrastructure to develop it, no authority to build what needs to be built, and no platform to do the work you know how to do. We have a real market, a strong brand in the legal community, and a team that's ready to be led. We have a marketing function with talent that needs direction. And we have a CEO who is direct, analytical, and will not micromanage you, but will hold you accountable for results. What's missing is someone who can build the sales and marketing function, develop the people inside it, and drive the growth this company is positioned for.

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