Outsourced VP of Sales.
When three customers are half your revenue, the next hire is not a rep.
When three customers are half your revenue, the next hire is not a rep.
Sales leadership from Fortune 500 and startup backgrounds, embedded in your company, at a fraction of the cost of the hire.
WHERE THIS USUALLY STARTS
The situations we recognize on the first call.
01
You have a product that sells at home and no way into the next market.
02
Your distributor in-country is a black box. No visibility, no forecast, no accountability.
03
You won the listing and cannot service it. No logistics, no local support, no training.
04
Your category is commoditizing and price is the only lever left.
What changes
An outcome plan
Roadmap with measurable outcomes, restructured key positions, revised quotas agreed with the team, client erosion reports and margin calculators, financial forecasts.
Streamlined process
Defined responsibilities, a growth plan built with the team, your own sales playbook, short and long term objectives, CRM evaluated or implemented.
Sales management
Customized tools, forecasting with commitments, measurement systems the team actually uses.
A motivated team
Job descriptions reviewed, commission income made visible per person, onboarding plan, recruitment where needed.
The story
Owners get pulled into daily selling and the company learns to wait for them. We take the sales function, professionalize it, and hand it back with people who think like owners.
Evidence
UAC, a Colombian university with a Miami campus, could not break into the US market. Our outsourced sales leadership built the change plan: recruited academic staff from prestigious institutions, built key partnerships, focused the school on one claim, and implemented the digital marketing to carry it.
UAC, authorized
This work sits within our sales and marketing practice, supports international expansion, and draws on our change management discipline.
Back to Sales & Marketing practiceThe engagement
What the work involves
A sales and marketing engagement is built on the relationships a manufacturer needs to reach shelf in a market it has never sold into. We act as the international sales force, carrying the brand into distributor and retailer meetings, training the people who touch the product last, and holding accountability for placement, sell through and the paperwork in between. The strategy is included, but execution is the point.
How the work runs
We start with the two or three countries where the category and the margin both work, place the brand, then widen. Every market visit produces a structured trip report against a standard template, so the client sees what we saw: which accounts, which objections, which shelf, which competitor, and what happens next. In steady state, the distributor is a managed channel with a forecast, not a name on a contract, and the retail buyer sees the brand as a category advisor.
What changes when it is working
The founder is no longer the only closer. The distributor is not a black box. The retail buyer sees the brand as a category advisor, not a vendor. And growth stops depending on one person being in the room, because the function, not the person, now holds the relationship.
FAQ
Questions before you sign
Because the strategy is the easy part. The constraint is relationships and trained people at the shelf. We carry the brand into distributor and retailer meetings ourselves and train the people who touch the product last. Execution is the point.
A distributor agreement is paper. Distribution is product on a shelf, sold through, with a forecast behind it. We are accountable for placement, sell through, and the paperwork in between, not for the signature.
Every market visit produces a structured trip report against a standard template, across the Andean region, the Caribbean, Central America, Mercosur and the North American trade circuit. You see what we saw: which accounts, which objections, which shelf, which competitor, and what happens next.
Owners get pulled into daily selling and the company learns to wait for them. We take the sales function, professionalize it, and hand it back with people who think like owners. The outcome is a playbook, a quota structure and a forecast the team actually uses.
Weeks rather than quarters. We operate through executed manufacturer representative agreements with partner agents across the region, so the introduction already exists. The constraint is sequencing the markets where your category and margin both work, not finding the door.
The founder is no longer the only closer. The distributor is not a black box. The retail buyer sees you as a category advisor, not a vendor. And growth stops depending on one person being in the room.
A decision under uncertainty
A manufacturer had won the AutoZone listing, 68 SKUs across a four-foot planogram, and could not service it. No logistics, no local support, no training. The trade-off was between pulling the listing or investing in the infrastructure to hold it. GLOWINT built the vendor programme, the reorder cycle, and the retail training. The planogram held because the shelf was managed, not just won.
WHERE THIS GOES NEXT
Where this usually starts.
A two-week diagnostic, on site, with your internal and external stakeholders. You get a written view of where the constraint actually sits, what it would take to move it, and whether we are the right firm to help. If we are not, we will say so.
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