National Sales Manager

Tech Rise; Amsterdam; On-site; EUR 60,000 - 90,000; Full time

Job summary

Tech Rise in Amsterdam, Netherlands is seeking a leadership figure to own a commission-only Brand Ambassador operation, currently running 15 events a week and planned to scale to 30 within six months. You’ll manage the office and internal team—logistics, an events coordinator, and a recruiter—and become the expert across all three functions.

Your role includes training and coaching the sales team to lift output per shift, personally stepping on stand to set the standard, and shaping the

Qualifications

• Experience leading in high-volume, high-pressure environments.
• Proven ability to coach and close in face-to-face sales situations.
• Track record of promotion or advancement within a role.

Responsibilities

• Lead and coach Brand Ambassador team to improve sales metrics per shift, track per-person performance.
• Own the recruitment process and collaborate with internal recruiter to bring in candidates efficiently.
• Manage the events coordinator and pipeline to schedule 15–30 events weekly, optimizing costs and logistics.

Skills

People leadership

Sales coaching

Field sales

Recruitment

Event management

Job description

Pet Food Industry — Direct-to-Consumer Field Sales

Netherlands · Amsterdam

The Role

This is a leadership role inside a live field operation, not a commercial role with a team attached. You'll own a commission-only Brand Ambassador team running 15 events a week today, scaling to 30 within six months — and a large part of the job is making that team sell more than it does now. You'll manage the full office and internal team, including logistics, an events coordinator, and a recruiter, becoming an expert across all three functions.

What the Role Actually Is

1. The selling team — the core of the job

Training, coaching, and motivating the Brand Ambassador team to sell better than they currently can. Working individual metrics — sales per shift, conversion, retention, CPA — person by person, week by week. On stand yourself regularly, both to sell and to set the standard, but the output that matters is the team's numbers, not your own.

2. The recruitment engine

Managing the internal recruiter and owning the process: is it bringing in the right people, fast enough, at the right cost, and are they surviving their first month? Tripling the pool in six months is a recruitment problem as much as a sales one. You fix the process and you recruit personally, and perfect the training/onboarding process.

3. The events engine

Managing the events coordinator and owning the pipeline: 15 to 30 events a week, in the right locations, at the right costs, staffed correctly, with the right kit. Same again — you improve the process and you work it yourself.

Alongside all of that: weekly numbers into leadership, direct accountability conversations when performance isn't there, and seeing problems four weeks out rather than on the day.

The Three Tests

1. You've led people in a high-pressure, high-volume environment

Something with pace, churn, daily numbers, and constant moving parts. You can describe the chaos and how you held it, and you find that level of noise normal rather than stressful.

2. You're personally sharp at selling and can coach it

You know sales from doing it thousands of times face to face — the psychology, the objection, the close, the recovery — and you can transfer it to someone standing next to you. If you've never personally closed in front of a real customer, you can't coach our team.

3. You've been promoted, and you could take