Key points in 30 seconds
- Hire when sales depend too much on the founder, not only when revenue stalls.
- Choose between a builder and a manager profile depending on your stage.
- Write a 12-month mission with measurable objectives.
- Prepare the ground: process, CRM, customer data.
Is it the right time?
- The founder spends more than half their time selling.
- Existing customers are followed less than before.
- Two or three salespeople each work their own way.
- There is no reliable sales forecast.
If three of these signals are present, the need is real.
Builder or manager
| Profile | Strength | Suits |
|---|---|---|
| Builder | Creates the process, sells personally, hires the first team | Team of 0 to 5 salespeople |
| Manager | Steers, trains, optimises an existing team | Structured team of more than 5 |
A director from a large group may feel lost without the tools and support teams they were used to.
The 12-month mission
- First three months: understand customers, offer and sales cycle; formalise the process.
- Months 4 to 6: set up the CRM and management reporting, adjust roles.
- Months 7 to 12: reach revenue targets, hire if needed.
Set three to five indicators: revenue, weighted pipeline, conversion rate, new customers, retention.
Prepare the ground
A sales director cannot structure without data. Before they arrive, gather sales history, customer and opportunity lists, ideally in a CRM. The founder must also agree to hand over customer relationships gradually.
Skills to assess
| Skill | How to assess it |
|---|---|
| Ability to sell personally | Role play on one of your real prospects |
| Building processes | Ask how they structured a previous team, step by step |
| Managing by numbers | Have them analyse an anonymised extract of your pipeline |
| Hiring and management | Talk to people they have hired or managed |
| Knowledge of your markets | Precise questions on buyers, cycles and competitors |
Be wary of candidates who only talk about overall revenue without explaining how they achieved it.
The hiring process
- Role brief: 12-month objectives, scope, resources, reporting line.
- Sourcing: network, LinkedIn, a specialist firm for rare profiles.
- First interview: background, motivation, understanding of your market.
- Case exercise: the candidate presents their 90-day plan based on your data.
- Meeting the team: the salespeople and one or two trusted clients.
- References: at least two former managers or colleagues.
Allow two to four months between the decision and the start date.
Pay
A sales director's pay usually combines a base salary and a variable part, often 20 to 40% of the total. The variable part should be tied to results the person controls: team revenue, margin, new clients. For the first six months, include a guaranteed portion while the process is built. Avoid purely individual targets: a director must make the team succeed.
The first 90 days
Success is largely decided in the first three months. The founder arranges introductions to key clients, shares the sales history and lets the new director observe before changing things. A weekly one-hour check-in allows adjustments without micromanagement. At 90 days, the director presents their diagnosis and plan; that is the moment to agree priorities together.
To hand over relationships gradually, see our guide on delegation.
Common mistakes
- Hiring a friend or a client for comfort rather than skills.
- Expecting results by the second month.
- Keeping control of every major account.
- Providing neither a CRM nor data.
- Hiring a director before having a clear offer and positioning.
Alternatives to hiring
If the budget or volume does not yet justify a full-time role, there are other options: a part-time sales director a few days a month, or outside support that structures the process, sets up the CRM and trains the team. Hiring comes afterwards, on a solid base. That is the role of our business development support.
The founder's role after the hire
The arrival of a sales director also changes the founder's role. They move from lead seller to supporter: stepping in on major accounts when the director asks, joining strategic meetings and backing decisions with the rest of the company. Above all, they must resist going around the director by giving instructions directly to salespeople, which would destroy the director's authority within weeks. A weekly check-in and a shared dashboard are enough to keep visibility. After six months, review together: objectives met, process in place, quality of sales hires, client satisfaction.
Frequently asked questions
When should an SME hire a sales director?
When sales depend too much on the founder, several salespeople work without a common method and no reliable forecast exists.
Which sales director profile should you choose?
A builder to create the process and first team; a manager to steer an already structured team.
How do you onboard a new sales director?
With a written 12-month mission, clear indicators, accessible customer data and a gradual handover of the founder's relationships.
How much does a sales director cost an SME?
It depends on the market, sector and experience. Count base and variable pay, social charges, tools and the onboarding time before first results.
Should you use a recruitment firm?
For a first leadership role, a specialist firm saves time on sourcing and assessment. Your personal network and LinkedIn remain useful alongside it.