01 / The problem
What was getting in the way
Sheds Direct's Ohio and Indiana territory combined a $20M+ commercial book with a distributed regional sales team. Local conditions varied, but the team still needed clear priorities and consistent leadership.
The problem was leading two states without relying on constant direct supervision. We had to connect recruiting, onboarding, training, performance management, customer needs, sales priorities, and P&L responsibility across a broad region.
A weak decision could hurt current sales and make the team harder to manage later. We needed results that worked for both the territory and the people responsible for delivering them.
02 / Our approach
The decisions we made first
My roleI managed the $20M+ territory with P&L responsibility. We recruited, interviewed, onboarded, trained, and performance-managed the regional sales team while keeping commercial priorities tied to operating reality.
Run the territory as a business
We set sales priorities with P&L responsibility and operating constraints in view instead of managing to isolated activity targets.
Build the team's ability to execute
We treated recruiting, onboarding, training, and performance management as core parts of running a successful two-state territory.
Turn regional goals into clear expectations
We translated broad sales priorities into expectations that made sense across different markets and for the people doing the work.
03 / What we built
How the solution came together
Commercial and financial ownership
We balanced customer and sales priorities with the financial and operating responsibility attached to the territory.
The full people-leadership cycle
We recruited, interviewed, onboarded, trained, and managed performance for a team working across a distributed region.
Coordination across two states
We coordinated execution across Ohio and Indiana while keeping local market conditions and operating constraints visible.
04 / How it works
The process from start to finish
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01
Prioritize
We set sales priorities with P&L and operating constraints in view.
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02
Staff
We recruit and onboard the people needed across the region.
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03
Develop
We train, coach, and set clear performance expectations.
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04
Review
We review results and adjust priorities as conditions change.
05 / The result
What improved
- $20M+ multi-state sales territory
Business value
- Managed a $20M+ Ohio and Indiana sales territory with P&L responsibility.
- We led recruiting, onboarding, training, and performance management for a distributed regional team.
- We balanced sales execution with the operating realities of a multi-state territory.
Safeguards we kept
- We kept commercial decisions connected to P&L and operating constraints.
- We kept direct management accountability for people decisions.
- Public claims exclude unverified team size, quota, and margin results.
What this demonstrates
Commercial judgment backed by operating depth.
Capabilities
- P&L ownership
- Distributed team leadership
- Recruiting and onboarding
- Training
- Performance management
- Commercial operations
Systems used
- P&L management
- Sales operations
- Team leadership
- Territory planning