Sales Manager

SOLS Energy Sdn Bhd; Kuala Lumpur; On-site; MYR 100,000 - 180,000; Full time

Job summary

SOLS Energy Sdn Bhd, Malaysia, seeks a dynamic Sales Leader to oversee six Team Leaders and 20+ Sales Engineers. You will drive pipeline health, coach teams, and ensure clear daily direction. Strong CRM discipline and weekly coaching are essential to sustain performance and customer-focused execution.

You will align cross-functional teams to hit revenue targets, manage escalations, and uphold high standards in stakeholder communication and field execution.

Qualifications

• Bachelor's degree in a relevant field and substantial sales or leadership experience.
• Proven track record of meeting or exceeding monthly revenue targets.
• Experience coaching and developing Team Leaders and engineers.
• Strong CRM discipline and ability to enforce data standards daily.

Responsibilities

• Oversee performance of multiple Team Leaders and Sales Engineers through the leadership layer.
• Maintain a consolidated pipeline view and ensure minimum pipeline coverage.
• Coach Team Leaders, conduct weekly 1-on-1s, and drive monthly performance reviews.
• Enforce CRM discipline (HubSpot) and accurate deal stage updates across teams.

Skills

Leadership

CRM discipline

Sales coaching

Communication

Education

Bachelor's Degree in Sales/Business/Marketing/Management or related field

Tools

HubSpot

Job description

• Run the daily Morning Command Check with all 6 Team Leaders — pipeline status, activity targets, follow-up priorities, and blockers for the day.
• Monitor real-time pipeline movement across both Inside Sales and Field Sales channels and intervene early when deals stall or SLAs slip.
• Maintain a live view of all active deals by stage: Hot (7–14 day close), Warm (weekly touchpoint), Cold (nurture or remove) — and ensure Team Leaders do the same with their engineers.
• Escalate material issues — pricing decisions, pipeline red flags, team performance concerns — to the Head of Sales promptly and with full context.
• Be the first point of contact for Team Leaders on day-to-day operational questions, deal blockers, and customer escalations.
• Directly manage 6 Team Leaders, providing clear daily direction, structured weekly coaching, and honest monthly performance feedback.
• Conduct weekly 1-on-1s with each Team Leader — review their team's pipeline, KPI attainment, coaching quality, and individual development.
• Hold Team Leaders accountable for their team's performance without micromanaging their style — coach the leaders, not just the engineers.
• Identify Team Leaders who are ready to grow into broader responsibilities and flag them to the Head of Sales for development planning.
• Support Team Leaders in handling difficult conversations with their engineers — including performance warnings, SRP initiation, and disciplinary matters.
• Run the weekly S.E.E.D.I.O framework review (Speed, Execution, Experience, Demand, Intelligence, Offer) with Team Leaders to diagnose team-level performance gaps.

3. Sales Engineer Oversight & Performance Standards

• Oversee the performance of 20+ Sales Engineers across both channels — not through direct daily management, but through the Team Leader layer and pipeline data.
• Enforce the 100kWp monthly benchmark per engineer: Good = 150–200kWp, Average = 100–150kWp, Below Standard = <100kWp — ensure Team Leaders track and act on this weekly.
• Ensure the Sales Reset Program (SRP) is triggered for any engineer who falls below the minimum benchmark for two consecutive months — support the Team Leader in running it properly.
• Review new hire ramp-up progress monthly: 20kWp (Month 1) → 40kWp (Month 2) → 60–80kWp (Month 3) → 100kWp+ (Month 4+) — flag anyone falling behind and adjust onboarding support.
• Join engineer calls, site visits, and customer meetings regularly as a coaching observer — provide structured feedback to the Team Leader after every observation.
• Maintain a consolidated pipeline view across all 6 teams and ensure minimum 3x pipeline coverage against the monthly target is upheld at all times.
• Apply the 100kWp reverse-engineering model to set weekly activity benchmarks across the team: 400 leads → 80 meetings → 8 closes → 100kWp per rep.
• Flag pipeline red flags to the Head of Sales weekly: below 3x coverage, over-reliance on a single large deal, stalled deals with no movement in 7+ days.
• Assist the Head of Sales in preparing weekly and monthly pipeline reports for the Deputy CEO and Group CEO — contribute the floor-level data, context, and commentary.
• Run lost deal analysis monthly alongside Team Leaders — identify patterns, surface root causes, and implement process fixes.

5. CRM Governance & Process Discipline

• Enforce HubSpot CRM discipline across all 6 teams — daily deal updates, accurate stage classification, and zero tolerance for incomplete records.
• Monitor the 2-hour lead response SLA (9am–6pm, 7 days a week) at the team level — hold Team Leaders accountable for any breach within their team.
• Oversee Respond IO usage across the sales team — ensure all customer communication is captured, monitored, and auditable.
• Track the 4 KPI layers across teams — Demand (L1), Execution (L2), Output (L3), Operations (L4) — and surface anomalies to the Head of Sales with context.
• Ensure ISR Support pipeline standards are maintained: payment collection ≥85%, documents collected on schedule, installation flags raised within 7 days.
• Maintain and update sales SOPs, proposal templates, and objection-handling scripts in coordination with the Head of Sales — ensure every Team Leader briefs their team on any changes.

6. Sales Training & Coaching Delivery

• Deliver structured onboarding training for new Sales Engineers alongside Team Leaders — covering the 5-step meeting framework, objection handling, TNB bill analysis, and product knowledge.
• Conduct regular role plays and live call observations with Team Leaders and engineers — targeting a Meeting-to-Close rate of ≥10% across all teams.
• Train and reinforce the full objection-handling module library across the team: price, delay, family decision, warranty, ATAP eligibility, ROI, and competitor comparison.
• Ensure every Sales Engineer can confidently present the full SOLS product ecosystem: Solar ATAP, BESS, ChargeSingh EV chargers, and SOLS Life inverters.
• Share field insights and winning behaviours across teams — when one Team Leader's approach is working, make sure the other five know about it.

7. Offer Quality & Value Communication Standards

• Ensure every proposal across all teams is built on the customer's last 3 months of actual TNB bills — audit this regularly through Team Leaders.
• Enforce the 3 payment option presentation on every proposal: Pay in Full, Monthly IPP, and Rent to Own — no exceptions.
• Monitor proposal quality across teams — ensure investment return framing (20-year ROI, 5–7 year payback) is used consistently, not upfront cost framing.
• Ensure ChargeSingh cross-sell is driven on every confirmed EV owner interaction, and that the free charger bundle trigger is applied at 10kW+ solar installs.
• Review and approve any Commercial (Tarif B) deal flagged at RRP + RM3,000 before escalating to the Head of Sales for final pricing approval.

8. Cross-Department Coordination & HOD Support

• Assist the Head of Sales in cross-departmental coordination — act as the operational liaison with Marketing, Operations, CX, Finance, and HR on day-to-day matters.
• Relay field insights and lead quality feedback to the Marketing team in coordination with the Head of Sales — ensure the sales floor perspective is represented in campaign planning.
• Coordinate with Ops and Technical teams on installation timelines — flag any commitment gaps between what sales has promised and what Ops can deliver.
• Support the Head of Sales in preparing materials for leadership reviews, team town halls, and cross-functional meetings.
• Stand in for the Head of Sales when unavailable — lead team huddles, attend cross-departmental meetings, and make operational decisions within agreed authority levels.
• Track competitor activity (Verdant Solar, Pekat Solar, emerging players) and surface weekly intelligence to the Head of Sales.

9. Culture, Values & Non-Negotiable Enforcement

• Model the SOLS Sales Values daily and ensure Team Leaders enforce them with their engineers: Discipline, Customer Truth, Speed Wins, Kindness, Extreme Ownership, Continuous Improvement.
• Apply the 'Don't Be An Ostrich' principle — surface KPI problems early, act on data immediately, and create a floor culture where no one hides bad numbers.
• Uphold honest customer communication standards across all teams — no fake urgency, no overpromising on savings, no misrepresentation of SOLS' warranty obligations.
• Support HR and the Head of Sales in managing commission deduction policies and discipline compliance where required.

Qualifications & Requirements

• Bachelor's Degree in Sales, Business, Marketing, Management or a related field.
• Minimum 4–7 years of total sales experience, with at least 2 years in a team lead or sales supervisory role managing others.
• Proven track record of consistently hitting or exceeding monthly revenue and volume targets as both an individual contributor and a team manager.
• Demonstrated ability to manage through a leadership layer — coaching and developing team leaders, not just individual contributors.
• Strong CRM discipline — HubSpot or equivalent; comfortable enforcing data standards across a team and managing by pipeline data daily.
• Proficiency in English and Bahasa Malaysia (oral and written) — Mandarin is an advantage.
• High energy, high discipline, and genuine commitment to being present on the floor — this role requires consistent daily engagement with the team.

Preferred

• Background in solar, renewable energy, or related technical or infrastructure sales.
• Experience selling IPP or financing-based products to residential or commercial customers.
• Familiarity with SEDA regulations, Solar ATAP eligibility, TNB tariff structures, and NEM guidelines — or a genuine willingness to learn rapidly.
• Experience in a high-growth, fast-paced sales environment where process discipline and speed are both required.
• Exposure to multi-product environments and cross-sell strategies (e.g. solar + EV charger bundling).