Sales Leadership - off the plan

Playing leading roles in building processes, leading teams, scaling and managing the whole end to end process.

I have been a key contributor to the sales function across the off-plan industry

• Leading sales teams

• Building sales targets to increase revenue

• Business development & customer research

• Relationship management

• Pipeline analysis/optimisation

• Creating entire sales admin processes

• Setting up end to end sales journeys

• Script writing, story telling and sales collateral

• Performance management, Conflict resolution

• Commission structures

• Presentation, client prep and communication

Industry context

Company management requirements:

• On average managing 10-15 projects (3500 apartments) at once.

Individual project scale:

• from $10M - $450M AUD.

Stock type:

• Apartments, lofts and townhouses

Property type:

• High end boutique developments of 9-20 apartments
  $650K-$1.8m (60-200sqm)

• mid size developments of 20-80 apartments
  $300K-$1.8m (40-200sqm)

• large apartment complexes of 200-400 apartments
  $300K-$1.8m (40-200sqm)

• Precincts up to 3000 apartments.
  $300K-$2.5m (40-200sqm) pools, gyms, entertainment, libraries

During my 10 years within the property industry, I managed sales people across different property categories. I had many roles but worked predominantly in a niche industry of Project Sales, where the property developers would partner with a “Project Sales & Marketing” company to manage their end to end property sale.

Including: assisting with pricing, designing apartment mix, advising on amenities, creating the marketing strategy, partnering with creative companies, marketing the project through above and below the line channels, selling the apartments to customers, managing the deals, contracts, admin, customer experience and holding the customer hand, through to build, settlement, logistics and move in.

We were specialised real estate agents engage to sell the entire building/s and would get paid commission per apartment + other incentives and deal structures depending on the agreement or if it was a JV. This could range from 2-7% commission per apartment, and if it was an internal sale, then the sales reps received a percentage of that.

We would work with third party agents internationally (Asia, US) and manage customer bases through a huge network of property consultants. This involved strict digital systems to ensure lead management control and partner relationships.

• Leading sales teams

  • Leading a team of 6 sales reps and 3 sales administrators within the project development space

  • Managing sales and marketing combined teams (6 total) with bonus targets and aligned sales objectives

  • Managing online sales channel members (responsible for driving revenue)

  • Grew the team from 3 to 8 sales people in order to sell out the project

  • Trained 15 sales cadets into sales representatives (promoted internally)

  • Trained 5 sales reps to be sales managers (promoted internally)

  • Hired teams and managed under-performing sales reps

  • Managed 3rd party agents accountable for % of revenue

  • Lead other team functions including operations, marketing, digital and design teams (25 people +)

• Relationship management

  • Across all channels: B2B, B2C & B2B2C

  • Managing business relationships with JV’s, executives and direct contact with customers.

  • Owning the partner relationship for property developers, negotiating deals, signing contracts, central point

  • Working with partners and customers internationally, (US, Australia, Asia)

• Selling tactics

  • Coaching and training sales reps to aid in communication and selling practices

  • Negotiating deals, partner agreements, and signing complex contracts

• Business strategy

  • Defining sales strategy, markets, approach, customer mix

  • Research and pricing modelling

  • Internal company management and processes including processes and administration

• Systems and training

  • Built entire CRM systems ground up, designed sales processes for prospecting through to deal management

  • Integrated different platforms to build efficiency and transparency

  • Ran sophisticated commission tools for complex payment structures with 4-5 level payouts across multiple stages.

• Digital sales management

  I’ve also been responsible within my digital leadership roles of owning the digital sales channels, including the revenue generated from online channels. This included live chat and tele sales people. An important component to these roles was ensuring that the sales scripts were written and then assessed over the phone. Reviewing the success of the interaction and adapting the approach, providing guidance to the sales people about how to better communicate and sell. Pre AI meant you were training real people to engage with real customers