Sales Manager

circle.cloud; Southampton; On-site; GBP 50,000 - 75,000; Full time

Job summary

Circle Cloud Communications is seeking a dynamic Sales Manager to lead our Southampton onsite sales team. You will drive growth by building a high‑performing group, coaching individuals, and delivering structured training programs.

Focus on interviewing, onboarding, ongoing coaching, and performance analytics to maximise close rates and customer value. This role lies at the heart of our growth strategy and requires hands‑on leadership in a fast‑paced environment.

Qualifications

• Proven track record leading field sales teams.
• Strong leadership and coaching skills.
• Experience scaling sales in a fast‑growth environment.

Responsibilities

• Lead interviews for field sales candidates.
• Own onboarding and training for new starters.
• Develop and implement team development strategies.
• Monitor performance data and coaching priorities.
• Coach reps to improve discovery, presentation, and closing.
• Align training with product changes and market conditions.

Skills

Leadership

Sales management

Coaching

Job description

Circle Cloud Communications - Southampton Onsite

Basic £50K -£75K depending on experience. Realistic OTE £100K - £150K

Ready to lead, inspire, and drive growth?

At circle.cloud, we’re passionate about helping businesses work smarter through technology, and we’re looking for an ambitious Sales Manager to help us on our growth journey. If you’re a natural leader with a passion for sales, a knack for building winning teams, and the drive to turn opportunities into results, this is your chance to make a real impact, bring fresh ideas to the table, and be part of something exciting. Think you’ve got what it takes?

Motivation and Culture

Maintain and build an abundance mindset across the team: there is always another appointment, always a deal to be done

Reinforce a no-excuse culture: every rep controls their own attitude, preparation, and execution

Recognise achievements publicly and celebrate effort alongside results

Be the team’s advocate, coach, and biggest supporter: the good cop, not the disciplinarian

Make it easier for people to perform, not harder

State Management and the Reset

Spot dips in rep performance or mindset early and intervene before they become trends

Proactively reset reps between appointments that do not go well: a conversation, a reframe, a reminder of what they are capable of

Develop a feel for where each rep is at any given point and act accordingly

Ensure no rep carries a bad appointment into the next one

Talent Development

Maintain a clear picture of each rep’s strengths, areas for improvement, and potential trajectory

Identify reps ready for more responsibility and pair stronger performers with those developing

Create personalised growth paths for each individual

Measure personal success by the progress of the people around you

Team Development Strategy

Own the structure and direction of the team’s ongoing development at both team and individual level

Identify shared areas for improvement and plan themed training cycles accordingly

Ensure team capabilities evolve in line with product changes, market conditions, and business objectives

All formal team training sessions held on Fridays

Recruitment

Lead interviews for field sales candidates (interviews are scheduled for you)

Assess attitude, coachability, resilience, and cultural fit alongside experience

Take accountability for building a team you can develop and are proud of

Onboarding and Training

Administer all training for new starters and prepare them for their final assessment before selling

Cover product knowledge, the sales process, objection handling, appointment structure, and expected standards

Embed sales psychology from day one: how buyers decide, how to build rapport, how mindset influences outcomes

Ongoing Training and Coaching

Run regular group workshops and targeted sessions on specific areas for improvement

Weave sales psychology throughout all training, not just at onboarding

Work with reps ahead of specific upcoming appointments: review the approach, anticipate objections, ensure they are in the right frame of mind to close

Shadowing and Field Accompaniment

Accompany reps on live appointments as a development tool, not an inspection

Complete a structured feedback document after every visit covering: opening, rapport, discovery, presentation, objection handling, close, and rep mindset throughout

Debrief the rep using the feedback document as a basis for focused development

Invite reps to shadow you in a demonstration capacity where it would aid their development

Build and maintain the shadowing feedback document as a living tool, updating it as the sales process evolves

Thursday Afternoon Debrief

Weekly structured debrief with the CEO and/or Commercial Director

Cover the week’s performance, team themes, individual rep progress, any concerns, and priorities for the following week

Call and Pitch Review

Review recordings and live observations to assess key moments: opening, discovery, presentation, close

Feed recurring areas for improvement directly into the next Friday training session

Objection Handling Library

Build and maintain a living resource of objection responses tailored to circle.cloud’s products and customer types

Review and update regularly as new objections emerge from the field

Training Guide

Build, own, and continuously update a comprehensive training guide covering both new starters and existing reps

Cover the full sales process, product knowledge, sales psychology, objection handling, and appointment standards

This is a living document: add to it, correct it, keep it current

Performance Data and Cancellation Management

Stay across conversion rates, appointment activity, deal values, and pipeline to identify coaching priorities

Monitor cancellation rates at individual and team level; identify root causes and work proactively with reps to address them

Close deals that stick: take ownership of cancellation reduction as a coaching outcome

Self-Development and Continuous Learning

Continuously develop across three areas: sales psychology, market and product knowledge, and coaching techniques

Read, study, and stay current: bring what you learn back into the team in a practical, applied way

Be the most curious person in the room and model the learning mindset you want to see in others

Recognition and Incentive Input

Suggest incentive structures, competitions, and recognition moments that will land well with the team, feeding recommendations to commercial leadership

Relationship with the Telemarketing Function

Maintain a healthy working relationship with the telemarketing function (you are not training them)

Use appointment quality and volume context to distinguish between a booking problem and a skills gap