Senior Manager, Sales & Commercial Execution

REMOTE
Senior Manager, Sales & Commercial Execution
ARDEM Data Services Private Limited
UNIT No B-1/ 5th Floor 504 & 505 DLF MY PAD, Vibhuti Khand Gomti Nagar, Lucknow – 226010, India
Telephone: 915.130.3150
Email: Recruitment_ARDEMDataServices@ardem.com
Position: Senior Manager, Sales & Commercial Execution
Employment Type: Full-Time
Location: India
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About ARDEM
ARDEM is a managed operations, outsourcing, and automation partner that takes ownership of recurring, workflow-heavy business processes for clients across the United States. ARDEM combines people, process, technology, practical automation, reporting, governance, exception handling, and quality control to give clients greater control, visibility, accountability, and scalability. We are not a staffing company or a cheap-labor provider. We build and manage operating solutions that reduce client burden and strengthen over time.
About The Role
ARDEM is hiring a Senior Manager, Sales & Commercial Execution to lead the day-to-day performance of its North American commercial team. Reporting to ARDEM’s Executive Team, this person will translate approved commercial strategy into consistent execution across business development, pipeline management, follow-up, qualification, coaching, forecasting, hiring, and team development.
This is not a Head of Go-to-Market role and it is not a delegation-only management position. Executive leadership will continue to own overall GTM strategy, positioning, major pricing decisions, strategic pursuits, and material organizational decisions. The Senior Manager will own the operating system underneath that strategy: making sure sellers are targeting the right companies, doing enough high-quality outreach, following up consistently, progressing real opportunities, maintaining accurate CRM data, and improving through direct coaching.
The role is designed as a true player-coach position. The Senior Manager will carry a focused personal revenue target and remain directly involved in selected prospecting, discovery, and closing activity while spending the majority of time managing and developing the team. As the commercial organization grows, the personal selling component may reduce while leadership responsibility expands.
A critical requirement is North American commercial fluency combined with real BPO, BPM, outsourcing, or managed-services sales experience. ARDEM is looking for someone who can communicate naturally with US and Canadian executives, understand complex outsourced operating solutions, coach others to the same standard, and help recruit the next generation of successful ARDEM sellers.
What Success Looks Like
Runs a dependable weekly sales operating cadence with clear expectations, seller 1:1s, pipeline inspection, activity review, coaching, forecasting, and accountability.
Improves qualified pipeline creation and opportunity progression by ensuring target accounts receive relevant, persistent, executive-level outreach and timely follow-up.
Creates strong discipline in Pipedrive so active opportunities have accurate stages, next steps, values, owners, dates, qualification, and forecast judgment.
Raises the quality of North American commercial communication by coaching emails, LinkedIn outreach, calls, discovery, follow-up, objection handling, and executive conversations through real work.
Carries and delivers against a focused personal revenue target while also owning team revenue, pipeline, and execution performance.
Builds the commercial team by partnering with HR and executive leadership to identify, assess, select, onboard, and develop additional BPO sales talent.
Develops sellers who can operate independently, create pipeline, progress opportunities, and earn executive trust without relying on continuous intervention from ARDEM executives.
Connects lead-generation, warm engagement, RevOps, and sales execution so strong accounts and meaningful buyer signals are acted on quickly and routed to the right commercial owner.
Reduces the amount of routine seller management, follow-up rescue, pipeline cleanup, and day-to-day commercial problem solving that must be handled by the Executive Team.
Core Responsibilities
Sales management and operating cadence: Own the daily and weekly management rhythm for Business Development and other assigned commercial resources. Run seller 1:1s, pipeline reviews, activity reviews, priority-account reviews, forecast discussions, coaching sessions, and performance follow-through.
Player-coach selling: Maintain a focused personal book of strategic accounts or selected opportunities, create pipeline, conduct discovery, progress pursuits, and close business while demonstrating the standard expected from the team.
Target-account and outbound execution: Ensure sellers work the right ICP accounts, identify the right executive buyers, use relevant business-problem angles, maintain sufficient prospecting intensity, and continue thoughtful outreach after initial non-response.
Qualification and opportunity progression: Challenge weak or premature opportunities, require clear business problems, buyer relevance, current-state understanding, managed-services fit, next steps, and credible commercial value before significant solutioning effort is committed.
Pipeline and forecast control: Maintain a fact-based view of qualified pipeline, stage progression, close plans, next actions, risks, stalled opportunities, and forecast confidence. Remove false optimism and surface issues early.
North American commercial coaching: Coach the team to communicate naturally and credibly with North American buyers. Review real outreach, call preparation, discovery questions, follow-up, and executive messaging rather than relying only on generic training.
Recruiting and team building: Partner with HR and Executive Leadership to define hiring needs, source and screen candidates, participate actively in selection, test for BPO experience and North American commercial fluency, recommend hires, and take ownership of making new sellers successful.
Onboarding and performance management: Build practical onboarding plans, set clear expectations, inspect early execution, coach rapidly, document performance gaps, and make timely recommendations when a team member is not meeting the standard.
Lead-generation and RevOps alignment: Coordinate closely with revenue-focused demand-generation and RevOps resources supporting target-account research, contact mining, warm signals, CRM hygiene, attribution, and commercial handoffs. Broader marketing strategy and brand ownership remain outside this role unless specifically assigned.
Strategic pursuits and executive support: Prepare the team for higher-value working sessions and bring Executive Leadership into selected opportunities at the right time with clear context, defined objectives, and a recommended commercial path.
Cross-functional solutioning and handoff: Work with Operations, Solutions, Finance, Quality, Technology, and executive stakeholders to ensure proposals and commitments are grounded in real operating requirements and that strategic deals transition cleanly into delivery.
Executive communication: Bring concise, fact-based recommendations on seller performance, pipeline, hiring, priorities, deal risk, resource needs, and commercial decisions. Escalate early enough for leadership to act rather than after momentum has already been lost.
First 180-Day Priorities
The first 180 days are the transition from executive-led day-to-day sales management to a professional first-line commercial management system. Assessment and execution must happen together. The Senior Manager is expected to improve active revenue work immediately while building the team and operating cadence needed for sustained performance.
First 10 business days, understand the commercial reality: Review every seller, active opportunity, forecast, target-account list, outreach pattern, CRM record, warm lead, recent win/loss, performance expectation, and current hiring need. Join live sales work and identify immediate execution gaps rather than observing from a distance.
By Day 30, establish the management system: Put in place a consistent weekly cadence, seller scorecards, pipeline and next-step discipline, coaching expectations, escalation rules, forecast standards, and a clear view of who is performing, who needs development, and where additional talent is required.
Days 31-60, improve live selling and begin team buildout: Coach outreach and discovery through real accounts, correct weak follow-up and account prioritization, improve pipeline quality, define the next hiring profiles with HR, and begin screening candidates against ARDEM’s BPO and North American commercial standard.
Days 61-90, demonstrate measurable traction: Show stronger seller activity quality, more reliable pipeline progression, cleaner forecasting, faster response to meaningful buyer signals, reduced executive rescue, and clear progress on approved hiring or performance actions.
Days 91-120, own the first-line commercial organization: Become the normal first management point for seller questions, coaching, pipeline decisions, follow-up discipline, routine performance issues, and new-hire onboarding while Executive Leadership stays focused on major deals, strategy, and structural decisio

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