District Manager

JOB SUMMARY

The major objective for this position is to lead multi-branch District sales and operations maximizing sales and profit objectives within the Southeastern US region. The District Manager is responsible for hiring, training, leadership, appraisal, discipline, and motivational needs of the district. The District Manager is accountable for each branch's sales and margin performance to budget while managing expenses for travel, entertainment, capital expenditures and recurring facility costs. Travel expectations are 60%.

A strong predictor of success for a District Manager is the ability to lead and motivate a team of branch leaders and manage key customer and supplier relationships while driving strategic Company objectives. Like any leader's success, yours will be largely dependent on the success of your branch teams and your District performance objectives will reflect this synergy. You are the master District collaborator; ensuring that Company culture, vision and initiatives are conveyed clearly and concisely throughout the branches enabling their success.

ESSENTIAL DUTIES AND RESPONSIBILITIES: Other duties as assigned.

Customer Facing

• 60%

• District Managers will be responsible for direct involvement with key customers: Meet with four key and high target customers weekly in the branches (200 customer meetings per year)

• Buyer, Purchasing, Engineering, Manager and Director Levels with the expectation of this time spent with customers being valuable and strategic.

• Sales and Branch Management to have defined measurable goals to include focus customer interface, revenue growth strategy, market share increases and overall customer satisfaction. Ongoing measurement of progress and needs through Quarterly Territory Reviews in the branches.

• Ongoing Accountability and Performance that will drive new business through design, customer count growth and preferred supplier status at all focus accounts.

• Customer QBR's at all levels of management to drive growth and profitability in Districts.

• Drive both virtual and customer interface utilizing technology and digital marketing to enhance our value and service with our customers.

• Ensure that we are delivering a high degree of service from our inside and outside sales organization.

• Successful launch of Heilind.com from the sales organization to a broad base of customers through a well-defined communication (Internal and External) plan, marketing, and customer training on features & benefits.

• Individual Customer and Supplier marketing utilizing web-based business platforms and Heilind marketing tools.

Team Leadership

• 20%

• Provide clear, consistent communication, expectations, and performance within your District.

• Regular travel both in person and virtually into your various markets

• Weekly District leadership calls

• Weekly Branch leadership calls

• Regular performance & update calls/meetings with your Regional Director of Sales

• Employee Development, Recruiting, Hiring and Networking for future needs and positions.

• Work with ROM & RPMM to provide the needed ongoing District oversite and support with structure, service, inventory control and personnel.

• Effective coordination of business activity across Districts and Regions.

Supplier Facing

• 20%

• District Manager to drive key supplier relationships in the branches to ensure Heilind is the preferred channel partner of choice.

• SBM, Product & Sales alignment in managing suppliers.

• Well-defined District & Branch business plans with push lines that drive focus at the branches.

• Maximize profit by driving clear Design and New Business pipeline with Sales & Sales Management.

• District Manager to collaborate with the RDOS, Product Marketing and Corporate Marketing to drive a plan with our suppliers to brand Heilind as the Premium Specialty Distributor to our Customers.

• Digital co-branded Supplier touches to Customers highlighting our desired messaging.

Before you start the journey, it's important that you have a roadmap. Within the first 30 days, take the initiative to meet with your Regional Director of Sales, Branch Managers, Territory Business Managers, Branch Services and Operations Managers, Regional Product Manager and Regional Sales & Operations Manager to understand the Company culture, vision, and key Company objectives for the district.

Team Subset: Establish a schedule of monthly one-on-ones and quarterly reviews with your RDOS to ensure proper communication and understanding of the Company's vision for these objectives and your individual role in meeting these objectives.

As well, establish a schedule of regular one-on-ones with your direct reports (BMs, TBMs, BSOMs) to evaluate their performance to the objectives and develop plans to improve where objectives are not being met.

Within the first 30 days, you should meet with your branch leaders and be personally introduced to the branch teams understanding the players and team dynamics. During these introductions, it is essential to receive a branch performance overview by the branch leadership team.

Within the first 60 days, gain a working knowledge of the Heilind sales and performance measurement tools, understanding how and where you will use these tools to manage and monitor your District's performance.

Within the first 90 days, meet with each branch's top 10 customers, expanding your knowledge of the customers, their needs, and the role you need to play to enrich the engagement with Heilind.

Meet with key contacts from the district's top 10 suppliers to initiate the development of positive relations while understanding each branch's performance, supplier focus initiatives and top growth opportunities.

Develop solid working relationships with all internal key support personnel. Team subset: Set the standard to ensure your branch teams maintain top levels of professionalism and diplomacy when dealing with our internal support teams.

Network using various available means and methods available to identify potential future candidates for each branch leadership position you are responsible for, keeping an updated matrix of contacts, meeting dates and notes.

Within the first 6 months, you should now have a regular cadence of:

• Regular travel into your various markets

• Weekly District leadership calls

• Weekly Branch leadership calls

• Top customer scheduled meetings & business reviews

• Top supplier scheduled meetings & business reviews.

• Regular performance & update calls/meetings with your Regional Director of Sales