01 / The problem
What was getting in the way
Sheds Direct sold through a network of independent dealers. I was responsible for more than 30 dealer relationships tied to a territory producing over $20M in revenue, with extensive travel from North Carolina through Michigan.
The network had to grow while current dealers still received fast, practical support. New markets required cold outreach and dealer recruitment. Existing dealers needed training, answers, and help solving problems that could otherwise stall a sale or weaken the relationship.
A dealer could be in front of a customer when a question or problem came up. Slow support could cost the sale and damage the partnership, so availability and follow-through mattered every day.
02 / Our approach
The decisions we made first
My roleAs the sales manager, I owned the dealer relationship from first contact through ongoing performance. I scouted new markets, used cold outreach to recruit the right partners, onboarded and trained them, traveled the territory, answered calls throughout the day, and helped solve the problems standing between the dealer and the sale.
Go find the right dealer partners
We did not wait for new dealers to find us. I entered new markets, identified promising businesses, contacted them cold, and explained why the dealer model could make sense for them.
Treat onboarding as the beginning
Signing a dealer was not the finish line. We gave new partners the product knowledge, sales guidance, and operating expectations they needed to represent the business well.
Be available when the dealer needs an answer
I kept close phone coverage because dealer questions often came up in the middle of live customer conversations. Fast, useful answers helped keep sales moving.
03 / What we built
How the solution came together
Market scouting and cold outreach
I traveled into new cities, researched potential partners, contacted them cold, and worked through the fit before inviting a business into the dealer network.
Dealer launch and training
I brought new dealers into the network, taught them the products and sales process, clarified expectations, and stayed involved as they began selling.
Daily support across a wide territory
I handled calls throughout the day, solved sales and operating problems, and traveled from North Carolina through Michigan to keep dealer relationships active and productive.
04 / How it works
The process from start to finish
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01
Scout
We identify markets and businesses that could be strong dealer partners.
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02
Recruit
I make direct contact, explain the model, and determine whether the fit is right.
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03
Onboard
We train the dealer on the products, sales process, and operating expectations.
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04
Support
I answer questions, solve problems, and help the dealer keep sales moving.
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05
Develop
We review performance and continue building the relationship over time.
05 / The result
What improved
- 30+ dealers managed
- $20M+ sales territory
Business value
- Managed more than 30 dealers across a territory producing $20M+ in revenue.
- Recruited new dealer partners through market scouting and cold outreach.
- Owned dealer onboarding, training, daily phone support, problem-solving, and relationship management across a wide travel region.
Safeguards we kept
- We recruited dealer partners based on fit, not just the number of locations.
- I stayed directly accountable for dealer onboarding, training, and support.
- Public claims exclude customer names, dealer names, quota results, margins, and unverified growth percentages.
What this demonstrates
Commercial judgment backed by operating depth.
Capabilities
- Channel sales leadership
- Dealer network management
- Partner recruitment
- Onboarding and training
- Territory management
- Rapid problem-solving
Systems used
- Territory planning
- Cold outreach and partner development
- Dealer onboarding
- Sales training
- Phone and field support