Trade Sales Manager

Sales Portfolio Manager

Key Responsibilities & Activities

• Deliver Business Results - Lead & Manage affiliate's sales-line (portfolio team), motivate and inspire to achieve (or exceed) assigned targets & financial goals results through Regional Sales Managers (RSMs) and their teams (Territory Managers). Develop work plans, milestones, track progress and deliver. Exercise strong evidence-based decision making to direct progress toward goals. Hold RSMs accountable for their team's delivery of results. Drive a performance culture while creating balance between reward/recognition and accountability. Communicate and manage change across different teams. Identify and monitor key financial indicators such as expenses and budget to contribute to margin expansion.
• Financial Management - Identify and monitor key functional/sales line financial indicators to gauge overall performance. Accountable for assigned Targets and Financial/Business goals accomplishment. Manage and deliver financial commitments as well as optimize short-term performance and long-term growth.
• Strategy Development and Execution - Sync cross functionally to create respective sales-line/portfolio team's strategies and create tactical plans. Ensure these strategies are translated into specific objectives, metrics, and action plans for the sales-line/portfolio team's that can be communicated and executed effectively. Develop execution and contingency plans to mitigate risks and set clear priorities and establish clear focuses for the sales-line/portfolio team. Reassess and adjust strategies and execution plans to adapt to internal and/or external changes to ensure success. Bridging the gap between strategic priorities and tactical execution.
• Operational Excellence - Lead from the front in ensuring excellence in commercial execution. Meet (or exceed) assigned commercial/operational KPI's through RSMs & their teams. Create cross functional synergy to identify opportunities for innovation and continuous improvement to maximize efficiency and improve commercial execution. Integrate and build an innovative culture that supports and rewards new ideas for enhancing performance. Be on the ground (regular field visits/joint visits) to ensure effectiveness in tactical execution and improve operational/business/coaching capabilities of RSMs sourcing effective leadership & coaching the coach skills. Active participation in Planning, Reviews and Strategic Meetings.
• Internal and External Stakeholder Management - Understand the needs and expectations of internal and external stakeholders. Initiate, maintain, and tactfully influence relationships with various stakeholders (including peer HOS/Sr. HOS, Marketing, Commex, Demand, Trade, Distribution, HR, Distributors etc.). Align the interests of different stakeholders to drive common goals. Develop stakeholder management plans.
• Talent Management - Evaluate talent potential and performance of managers and teams. Anticipate upcoming talent needs, capabilities and plan for addressing gaps. Address performance deficiencies early with clear expectations, frequent feedback, and coaching. Plan for department level succession and champion the talent management responsibilities of identifying and developing those with potential to take on greater responsibility. Provide ongoing feedback and coaching to help each team member to grow and realize their full potential.

Leadership Core Competencies – To Demonstrate

• Deliver Results (hold department/function team and others accountable, plan & prioritize, manage complexity and ambiguity) - Strong results–orientation with a sense of business ownership for the responsibility sales-line/portfolio team. Set aggressive goals, motivate and inspire the responsibility sales-line/portfolio team to perform at a high level. Drive business results with energy and conviction. Design and implement business plans. Set priorities. Align and secure resources. Hold self and others accountable. Show persistence in the face of obstacles and lead RSMs to do the same. Make tough decisions and accept responsibility for the implications.
• Setting Vision and Strategy (communicate effectively and establish optimism) – Act as champion for the vision and strategy of the responsibility sales-line/portfolio team. Help teams to see (i.e., be a thought leader) what the future can look like and be optimistic about it. Inspire support for the strategic priorities through strong communication and influence skills. Translate sales-line strategies/tactics into affiliate/geographical/sub-functional strategies to align effort/work. Create strategies/tactics that incorporate information regarding competitive advantages and emerging trends.
• Anticipate (lead through complexity and ambiguity) – Seek and execute on opportunities to proactively make the changes needed to position the team for success in the future. Apply knowledge of the market and Abbott's broader business context when navigating through complexity or ambiguity. Embrace ambiguity and change by helping the managers and their teams to adapt and stay productive. Proactively position and prepare the team to adapt to sudden changes in the market. Establish contingency plans.
• Innovate (problem solving & think out of the box) - Put in place processes, structure and environment to support and encourage problem solving and calculated risk taking. Reward those who question the status quo. Provide opportunities to experiment with new ideas. Develop contingency plans to mitigate or minimize risks. Promote a culture of continuous learning and improvement.
• Build (support and facilitate team's development) - Nurture and coach to build effective managers (RSMs). Ensure RSMs are held accountable to coach and develop their teams. Create and execute succession plans for critical roles. Identify and close gaps in competencies that are most relevant to both short and long-term goals. Support and advocate talent within your teams at Talent Management Reviews.

Key Business Challenges - To Counter

• Managing the boundaries - Be able to break down the boundaries that exist across different functions and work groups. Need to have a broad perspective beyond any single function or work group. Advocate and champion cross-functional collaboration to create synergy.
• Influencing without authority - Utilize various influence techniques to gain commitment and support from different internal & external stakeholders (cross functions). Need to demonstrate organizational savvy, courage and remove barriers to self & team's high-rated performance and results.
• Creating the supporting infrastructure for innovation/problem solving - Drive sales function infrastructure, culture and processes needed to introduce and implement innovative ideas or approaches.
• Anticipating changes in complex and ambiguous environment - Frequent changes in regulatory policies and government interventions, along with internal restructuring and shifts in direction, lead to a high level of ambiguity and complexity. Need to anticipate potential changes, be agile to provide responses, and lead the RSMs and their teams through changes.
• Cultural diversity - Operating across different cultures with people from diverse backgrounds, both internal and external, requires high level of cross-cultural agility (i.e. skill in managing different approaches and being adaptable to cultural cues).

Leadership Style – Leading with Impact

• Entrepreneurial mind-set - Takes ownership for the sales-line/portfolio team's business.
• Highly tolerant of pressure, ambiguity, and sudden change - Acts as a source of optimism for RSMs and their teams. Help RSMs and their teams stay positive and push to find a way forward.
• Honest & transparent - Speaks candidly without being blunt. Seen as an open approachable for employees to discuss issues.
• Strong focus on market and customers - Can adapt one's approach to meeting shifting demands. Anticipates changes and responds decisively and proactively.
• Curious, creative, focused on continuous improvement. Is never content with status quo.
• Self-aware. Recognizes one's strengths, limitations, and impact on other people. Is constantly learning and reflecting and strives to improve. Ensures a compliment of strengths in team.
• Shows a high level of leadership integrity and ethics. Commercially savvy.
• Challenges the status quo and brings forward innovative ideas to accelerate business result growth.
• Highly data savvy and commercially strong to drive the distributors.

Knowledge, Experience and Qualifications

Knowledge:

• Strong understanding of sales, distribution, trade channels, financial management with high business acumen.
• Knowledge of channel strategy development and execution.
• Familiarity with operational excellence and commercial execution.
• Understanding of stakeholder management and talent development.

Experience:

• 10 – 12 years of proven experience in leading and managing sales teams.
• Strong Background in strategy development and execution.
• Experience in driving operational excellence and innovation.
• Experience in managing internal and external stakeholders.
• Demonstrated ability in talent management and coaching.
• 7-8 years' experience of leadership role in Sales & Distribution Management.

Qualifications:

• Master's degree in business administration, Marketing, or related field from renowned University.
• Relevant certifications in sales management or leadership.
• Strong communication and leadership skills.
• Ability to make evidence-based decisions and drive results.
• Proficiency in financial analysis and budget management.
• Ability to adapt to changes and manage complexity and ambiguity