Sales team structure and role definition · Sales
Nobody can say who is meant to do what once an enquiry comes in.
A business can have a defined reporting structure and still have no clarity on what each role actually does. Two people with different titles end up doing the same tasks, while a genuine gap, such as following up a stalled deal, belongs to nobody in particular.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Sales team structure and role definition sets out exactly what each position in your sales team is responsible for. It defines what a BDR does versus an account executive, where one role hands off to another, and what is expected day to day. GullySales writes this from how work actually happens today, not a generic org chart template.
We write clear role definitions for each position in the sales team. Each one states the specific responsibilities, where one role's work ends and another's begins, and what a rep is expected to achieve. These definitions fit the reporting structure you already have, or one we design with you.
Where the structure itself, not just the individual roles, needs rethinking, that is sales organisation design. This service goes into the detail once the shape of the team is settled.
The problem
Does this sound like your business?
What owners tell us on the first call, in their words.
“Two roles quietly do the same job”
A BDR and an account executive both end up chasing the same early-stage leads, with nobody having defined where one role's job stops and the other's starts.
“A responsibility belongs to nobody”
Following up a stalled deal, or updating a lost customer's record, is nobody's defined job, so it simply does not happen.
“Job descriptions do not match the actual role”
A written job description was copied from a template years ago and no longer reflects what the position actually requires.
What we do
Everything that is included.
Each deliverable, and what it gets you. Nothing here is an extra.
Role responsibility mapping
What each existing role actually does today, gathered directly from the people doing the work.
Role definitions
Clear, written responsibilities for each position, with no overlap left undefined.
Handoff points
Exactly where one role's responsibility ends and the next begins, particularly around lead handoffs.
Updated job descriptions
Job descriptions rewritten to reflect the real responsibilities of each role.
Accountability measures
What each role is expected to deliver, so performance can be assessed against something specific.
Rollout communication
A short session so the team understands the new definitions and why they were set.
How the result is measured
- Role overlap identified and resolved
- Responsibilities with a clear owner
- Handoff completion rate
- Job description accuracy
- Team clarity on individual expectations
Recorded as a baseline before work starts, so every later report has an honest comparison.
Who it is for
This is written for you if these sound familiar.
- Sales teams where two roles overlap or a responsibility falls between them
- Businesses introducing specialised roles, such as a BDR function, for the first time
- Companies writing job descriptions that do not reflect what the role actually requires
- Managers who want clear expectations to hold each role accountable against
- Businesses handing off leads between roles with no defined process for the handoff
Not for
It is not the right fit if.
- Very small teams where every person does every task by necessity
- Businesses that need the shape of the team and its reporting lines settled first; that is sales organisation design
How it works
From your first message to the first report.
No open-ended retainer. Every step gives you something in writing.
First
Your brief
You tell us what you need in a few short steps: your business, what you want, where enquiries come from and how they are handled.
After the brief
A conversation and a written scope
We read it, then talk with whoever handles your enquiries. If you want our help, the scope, the fee and the reporting come in writing, and nothing starts before you have read them.
Before work starts
Baseline recorded
The numbers this work is meant to move, such as enquiries, quotations, orders, visits or renewals, written down so every later report has an honest comparison.
After the baseline
The first fix goes live
The fix we agreed to start with is put in place and measured against the baseline, whether that is a reply, a follow-up, a page, a listing or the handover between marketing and sales.
As agreed
Report against the baseline
What moved, what did not, and what changes next, in plain words. How often you get it is set in writing before work starts.
At renewal
Renew on the numbers
The term ends and you decide whether to continue from the results. The length is agreed in writing before anything starts.
How the work runs
- 1
Map current responsibilities
We gather what each person in the sales team actually does today, role by role.
- 2
Identify overlap and gaps
We flag where two roles are doing the same work, and where something falls to nobody.
- 3
Write clear definitions
Each role's responsibilities are written out, with clear handoff points between them.
- 4
Update supporting documents
Job descriptions and any related material are brought in line with the new definitions.
- 5
Communicate and review
The team is briefed on the changes, and the definitions are reviewed after a few months in practice.
Why us
Why owners pick GullySales over an agency.
Marketing and sales, as one job
Most agencies stop at the enquiry. We also fix what happens after it: the reply, the follow-up, the quote and the CRM.
The person on the first call does the work
No account managers in between. You are never handed to someone you have not met.
A baseline before anything starts
Your numbers are written down on day one, so every later report compares against something honest.
The fee in writing, split three ways
Our time, your media spend and production on separate lines. You always see what goes to us.
No guarantees we cannot keep
The term is agreed in writing and never a default twelve months. We never promise a ranking or a lead count, because nobody controls those.
One office, and we say so
Nagarbhavi, Bengaluru. We work across India by call and WhatsApp and travel when a session needs to be in person.
#257, 3rd floor, Sri Nanjundeshwara Complex, Nagarbhavi 8th Block, Outer Ring Road. How we work.
Engagement options
Ways to work with us.
Pick the size of commitment that fits. Every option starts with your brief and a conversation.
Option 1
The conversation on its own
A call after you send your brief. It says honestly whether you need outside help, and many fixes are ones your own team can make.
Option 2
One fix, scoped
Start with the fix that matters most, such as reply time or follow-up. The fee is in writing before anything starts.
Option 3
An ongoing programme
We run the work, report against the baseline, and you renew on the numbers. The term and the reporting are agreed in writing first.
Option 4
Guidance for your own team or agency
We plan, brief and check the work of your in-house team or current agency, instead of replacing them.
Your brief
Tell us what you need, and we will read it before we call.
Eight short steps about your business, what you want and who decides. Most questions are a tap, and you can skip any you would rather answer on the call.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
How is this different from sales organisation design?
Will this change people's job titles?
How do you handle a responsibility that falls between two roles?
Can this be done for a small sales team?
How much does it cost?
How long is the contract?
How soon will we see results?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
By industry
Sales team structure and role definition, written for your industry.
Related services
Often bought with this, or instead of it.
Read before you buy
- Sales team structure for a company of 20 to 50 peopleHow to organise selling in a company of 20 to 50 people: when to split hunters from farmers, inside from field, and when the first sales manager becomes necessary.
- How to hire a salesperson: what to test before the offerBefore you make an offer to a salesperson, test them three ways: a short role-play on your own product, reference calls with the right questions, and a field day with a real customer.
- Fractional CRO or a full-time sales head: how to chooseA fractional chief revenue officer suits a firm that needs senior direction but not a full-time salary; a full-time sales head suits one with a team to run every day. How to decide.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.