Hire Head of Sales — run the team that runs the number
Not every business needs a VP layer — but every sales team needs a leader. The head of sales is the person in the trenches with your reps: running pipeline reviews, coaching calls, unblocking stuck deals, and holding the team to its commitments week after week. Where a VP designs the machine, the head of sales keeps it running at full speed.
I'm Omer Muneer Qazi, a Dubai-based Fractional CTO & Solutions Architect with 15+ years of experience and 100+ projects delivered across 6 countries. I place sales managers who coach rather than just inspect — and I make sure their CRM and dashboards actually support the job. For businesses that need the full revenue architecture built from scratch, a VP of sales is the senior hire.
A team that executes every week
Weekly pipeline inspection
A disciplined review rhythm: every deal, every stage, every week — with stuck deals getting action plans instead of sympathetic nods.
Deal coaching, not deal rescuing
Call reviews and strategy sessions that make reps better over time — so the team’s win rate compounds instead of depending on the manager swooping in.
Activity standards that predict results
The right activity metrics for your motion — not vanity dial counts — tracked transparently so underperformance surfaces early, when it can still be fixed.
Hiring and onboarding of reps
Recruiting against a clear profile and ramping new hires to productivity fast — because every empty or underperforming seat is revenue left on the table.
CRM hygiene and truth
Data discipline enforced kindly but firmly: if it is not in the CRM it did not happen — which makes every forecast and decision downstream trustworthy.
Monthly target accountability
Clear ownership of the monthly and quarterly number, with honest variance reporting and corrective action — no surprises at quarter end.
From inherited team to performing team
A structured engagement with no surprises — you’ll always know what’s happening and what’s next.
Team and pipeline audit
We assess every rep, every open deal, and the real state of the pipeline — separating what is solid from what is hope.
Cadence installation
Pipeline reviews, one-on-ones, and coaching sessions start immediately — the team feels the standard change in week one.
Performance management
Clear expectations, honest conversations, and support where it can work — with exits handled professionally where it cannot.
Sustained execution
Within a quarter the team should be running on rhythm: predictable activity, honest pipeline, and a number the business can plan around.
Why hire a head of sales through a Fractional CTO
Heads of sales inherit CRM setups that actively sabotage them: fields nobody fills, reports nobody trusts, and admin work that eats selling time. I sort the tooling so your sales leader manages people and deals — not spreadsheets and workarounds.
You get a coach-manager plus a CRM that finally tells the truth. Get in touch to scope the role.
Frequently asked questions
Head of sales vs VP of sales — which do we need?
If the sales architecture — quotas, territories, process — already exists or the founder still sets strategy, you need a head of sales to run it. If the whole machine needs designing, you need the VP.
Should they carry their own quota?
Usually a team quota rather than a personal one. A head of sales carrying a big personal number ends up selling instead of coaching — which defeats the purpose of the hire.
How do you judge a head of sales in the first 90 days?
Pipeline quality improvement, CRM hygiene, coaching cadence established, and honest forecasting — not closed revenue, which lags the work that produces it.
Can they fix an underperforming team?
Often yes — most underperformance is a management problem, not a talent problem. Clear standards, real coaching, and accountability turn around more teams than wholesale replacement does.
Do they need experience in our exact market?
Less critical than management craft. A strong sales manager who has run a similar motion — velocity, cycle length, deal size — ramps faster than a weak manager from your exact industry.
Put a leader in front of your reps
Tell me about your sales team and how it is led today — I will scope a head-of-sales role built around your motion and your number.