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Sales Director
Sales Director
At Envevo – Providers of EV Charging Infrastructure & ICP Solutions
Envevo is a leading provider of ICP (Infrastructure via Contracts) and EV charging infrastructure, delivering full turnkey solutions for:
- Fleet operators
- Bus companies
- Charge point operators (CPO)
- Commercial property owners
We operate across the UK, specialising in risk management, delivery certainty, and sector expertise.
About Envevo’s Market & Growth Stage
Envevo operates in complex, long-cycle markets, where buying decisions are shaped by:
- Government funding cycles
- Franchise outcomes
- Regulatory drivers
- Asset lifecycles
Success isn’t about sales pressure—it’s being the trusted default choice when procurement windows open.
The Opportunity: Next Stage of Growth
- Drive a commercial discipline.
- Build institutional capability to match Envevo’s positioning.
- Shift from reactive pipeline tracking to leading indicator-based performance management.
Sales Director – Role Summary
The Sales Director will:
- Build & lead a commercial function aligned with Envevo’s trusted partner positioning.
- Two key mandates:
- Institutionalise relationship capital management to ensure Envevo is positioned ahead of procurement.
- Expand proactive, outbound-led sales across priority sectors (ICP, Fleet, Bus, Truck, CPO, Maintenance).
Key focus: Moving from close-date metrics to leading indicators like account health, stakeholder readiness, and trigger clarity.
Main Responsibilities
1. Relationship Management
- Build and institutionalise relationship capital before procurement events.
- Define and maintain a priority account universe, based on:
- Decision complexity
- Buying triggers
- Stakeholder breadth
- Readiness probability
- Implement structured account engagement cadences (not opportunistic touchpoints).
- Systematically capture & retain account intelligence:
- Stakeholder maps
- Funding pathways
- Internal decision logic
- Ensure multi-stakeholder engagement (economic, operational, technical) before tenders.
- Shape procurement scope, criteria, and preferences upstream—not react late.
- Champion customer advocacy through consistent value delivery and proof points.
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2. Sales Capability
- Develop a proactive, outbound-led sales capability across sectors (Fleet, Maintenance, CPO, etc.).
- Define & operationalise Ideal Customer Profiles (ICPs) for high-complexity buyers (segmented by decision triggers).
- Lead outbound prospecting strategy for Fleet & Maintenance segments, prioritising sustained presence over volume.
- Own commercial development of opportunities (engagement → qualification → bid → close).
- Collaborate with Bid Manager & technical teams to:
- Maintain proposal quality.
- Ensure pricing discipline.
- Protect scope.
- Develop repeatable engagement playbooks & sales tools for team-wide adoption.
- Identify and develop channel & partner opportunities in fleet and maintenance markets.
3. Leading Indicators & Sales Management Framework
- Transform performance management from reactive to leading indicators that reflect customer buying behavior:
- Account health
- Stakeholder coverage
- Trigger clarity
- Decision readiness
- Rethink CRM usage: From a retrospective log to a forward-looking management tool.
- Introduce probability-weighted future value reporting for confident decision-making.
- Reduce forecast volatility by aligning governance, resourcing, and bids to genuine readiness signals.
- Build a culture rewarding relationship discipline, consistency, and long-term positioning—not just revenue.
4. Sales & Marketing Alignment
- Ensure sales and marketing operate synchronously, with marketing activities tied to:
- Account readiness
- Priority account penetration
- Shift focus from activity volume to stakeholder influence and readiness movement.
- Direct marketing assets toward sustained priority account presence (not broad branding).
- Frame case studies and credibility assets around decision-enabling outcomes.
- Define and enforce handover protocols between sales, bid, and marketing to avoid:
- Reactive resourcing
- Fragmented account experience
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5. Team Leadership & Commercial Culture
- Lead, coach, and develop the BD team across all verticals, fostering:
- Individual capability
- Shared process, language, and standards
- Set expectations for consultative selling—not urgency-driven tactics.
- Drive a culture valuing:
- Long-term positioning
- Patience as a commercial discipline
- Partake in incentive/commission design to align behaviours with readiness-led principles.
- Ensure recruitment & retention of top talent through structured profiling.
- Represent commercial priorities at C-level and inform:
- Strategic planning
- Investment decisions
- Board reporting
Requirements
Essential
- Proven B2B sales leadership in long-cycle, complex markets (ideally: infrastructure, energy, fleet, transport).
- Experience designing account management frameworks and leading indicator-based performance models.
- Ability to build outbound sales capability from scratch (strategy, targeting, pipeline development).
- Commercial leadership with team accountability, coaching, and performance development.
- Disciplined CRM user: CRM as a management/forecasting tool, not just reporting.
- Capability to engage with:
- Economic stakeholders
- Operational teams
- Technical buyers
- Experience navigating long, externally-trigged buying cycles without pressure tactics.
- Strong commercial judgment: Know how to invest vs disengage.
Desirable
- Experience in 33kV/132kV markets.
- Familiarity with tender/bid-led procurement.
- Work history with investment committees/boards on commercial alignment.
- Track record building/scaling sales & marketing teams.
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Skills
B2B Sales
Account Management
Performance Management
Outbound Sales
Stakeholder Engagement
CRM
Commercial Leadership
Sales Strategy
Bid Management
Market Analysis
Customer Advocacy
Team Leadership
Consultative Selling
Relationship Management
Sales Forecasting
Market Penetration