Commercial Maintenance Sales Manager (Commercial Landscaping)

- Location: Field-based in Northwest Arkansas - in person, not remote - Schedule: Full-time, W-2. Most of your week is spent on commercial properties across Northwest Arkansas, not behind a desk. -

Compensation: $60,000-$72,000 base depending on experience, plus uncapped new-contract commission and renewal commission - target earnings $125,000-$175,000+, full breakdown below. - Commercial Landscaping | Field Sales | Northwest Arkansas | Full-Time W-2

Yes, we mow grass. We edge sidewalks, blow parking lots, prune shrubs, and haul leaves.

But the real business we are in is trust. A property manager who signs with us is putting their own reputation on the line with their owner, their tenants, and every person who pulls into that parking lot on a Monday morning. They are betting that the crew shows up, that the property looks right, and that nobody calls them to complain.

When that bet goes bad, it goes bad quietly and expensively. A retail center starts looking tired and the leasing agent quietly stops showing it. An HOA board collects three complaints in a month and puts the contract out to bid.

A deal gets sold at a price operations cannot actually execute, the crew starts cutting corners to make the hours work, and a five-year relationship dies over two hundred dollars a month.

Grey Barn is building the leading commercial landscape maintenance company in Northwest Arkansas and the surrounding region - on route density, professional sales, real accountability, and long-term customer relationships. None of that happens by itself. It happens because somebody is out in the market every single week finding the right properties, scoping them honestly, pricing them profitably, and staying in the relationship long after the ink dries.

That somebody is this seat. This is not a book you inherit and coast on. It is a book you build.

If you need a lead list handed to you every Monday morning, this is not the role. If you can drive past a retail center and immediately want to know who owns it, who manages it, who cuts it now, and when that contract comes up for renewal - you may be exactly who we need.

No commercial property in Northwest Arkansas should change landscape vendors without Grey Barn getting a shot at it.

We do not need someone who says: "I reached out to a few property managers this week, waiting to hear back."

We need someone who says: "I worked the Rogers corridor Tuesday and got face time with four property managers. Two site walks booked Thursday. One of them manages a nine-property portfolio, their current vendor missed two cleanups this spring, and their agreement renews in March.

Proposal goes out Friday at 41% projected gross profit, and I already checked with operations on whether we can route it."

You are not selling mowing. You are building a book of recurring revenue that pays Grey Barn every month for years, and you are protecting the margin inside it.

Every contract you sign is a promise that operations has to keep. Your job is to make that promise winnable - the right property, the right scope, the right price, the right expectations - and then stay close enough to the customer that renewal is a formality instead of a fight.

- Prospect property managers, facility managers, HOAs, multifamily operators, retail centers, office properties, industrial sites, schools, churches, and commercial property owners - Know who the decision maker actually is, and who is only the gatekeeper - Track which properties are under contract, with whom, and when those contracts turn over - Build referral relationships and strategic market partnerships

A territory is not a place you drive through. It is a map you build in your head and then write down.

- Generate your own qualified commercial opportunities every single week - Run discovery meetings that uncover the real problem, not just the current price - Keep enough top-of-funnel activity going that one lost deal does not wreck your month - Never let the pipeline dry up because you were busy servicing what you already sold

Prospecting is not the thing you do when you have time. It is the thing that makes the time worth anything.

- Walk properties personally and measure what the work actually is - Identify scope the current vendor is skipping and the property manager has stopped asking about - Prepare accurate estimates and clear, professional proposals - Set expectations in writing so nobody is surprised in month two

A scope you did not walk is a guess. Guesses get sold, then they get lost by operations.

- Protect gross margin through proper scope and pricing - Target 40%+ projected gross profit on sold work - Walk away from, or reprice, work that cannot be executed at margin - Present price with confidence instead of discounting to end the discomfort

Anybody can be the cheapest. That is not a skill, it is a surrender.

- Coordinate professional handoffs with the operations team - Communicate scope, access, expectations, and any promises you made - Stay engaged through onboarding and the first service visits - Do not hand over a mess and call it their problem

- Stay engaged through payment milestones, renewals, and account growth - Identify enhancement and install opportunities from your maintenance customers - Be the person the customer calls before they call anyone else - Keep relationships warm when there is nothing to sell

The fortune is in the follow-up. Most people say that. Almost nobody actually does it.

- Maintain accurate activity, notes, proposals, and deal stages - Keep next steps and dates current on every open opportunity - Make your pipeline readable by someone who is not you

- 30+ qualified commercial sales meetings - 25+ site walks - 20+ proposals - 7+ profitable new maintenance contracts - 40%+ projected gross profit on sold work - 100% CRM accuracy

- 50+ qualified commercial sales meetings - 40+ site walks - 35+ proposals - 12+ profitable new maintenance contracts - Strong renewal performance - Consistent enhancement and install referrals

- Your pipeline is full enough that a lost deal is an inconvenience, not a crisis - You are signing profitable recurring contracts every month, not spiking and stalling - Sold work is coming in at 40%+ projected gross profit without exceptions you have to explain - Operations trusts the scopes you hand them, because the property looks like the proposal said it would - Customers renew without shopping the contract - Your maintenance customers are generating enhancement and install opportunities for the other side of the business - Property managers in Northwest Arkansas call you when a vendor lets them down - Leadership can open the CRM and see exactly where the market stands without asking you a single question

And the payoff: Grey Barn stops chasing revenue and starts choosing customers.

This is a people business. You are going to spend your week talking to property managers, facility guys, HOA boards, and business owners - and the ones who like you will take your call. Bring energy into the room.

Nobody buys recurring services from someone who sounds tired of their own pitch.

If cold walk-ins are not working in one submarket, change the approach this week, not next quarter. Try the new outreach angle, the different referral partner, the property-tour offer, the direct conversation with the owner instead of the manager. Test it, measure it, keep what works.

Moving slow costs more than being wrong.

We are not trying to be the cheapest vendor in Northwest Arkansas. We are trying to be the one they will not replace. Study the market.

Study your losses. Get sharper at discovery, at scoping, at pricing, and at the follow-up nobody else bothers with. Good month is not the finish line.

Better next month is.

The unsexy part is the job: the fourth follow-up, the site walk in the rain, the proposal you build on a Friday afternoon, the CRM notes at the end of a long day. Pipeline does not build itself and it does not care how you feel. Show up, do the volume, do it accurately.

Own the number. Own the miss. If the pipeline is thin, say it early and say why.

If you promised a customer something operations did not know about, put your hand up. If a deal died because you did not follow up, say that out loud instead of blaming the lead. High trust only works when people tell the truth quickly.

- 5+ years of B2B sales, commercial services sales, field sales, or related business development experience - A proven track record selling at least $750,000+ annually in services, recurring contracts, projects, or commercial accounts - Experience building and managing your own pipeline without leads being handed to you - Comfortable prospecting, networking, and closing - Strong estimating, proposal, and follow-up discipline - Ability to sell profitably, not just generate revenue - CRM experience - Valid driver's license and reliable transportation - Ability to travel throughout Northwest Arkansas - Located in Northwest Arkansas, or willing to relocate before starting

- Commercial landscaping - Facility services, janitorial, pest control, HVAC, or roofing sales - Construction sales - Commercial real estate or property management - Multifamily or HOA vendor sales - Recurring service contract sales - Existing commercial relationships in Northwest Arkansas

- You are a proven commercial salesperson who has built a book before - You would rather build your own pipeline than wait for marketing to send you something - You have sold recurring service contracts or commercial services - You can walk a property and see the work, the scope, and the price - You follow up relentlessly, past the point where most people quit - You understand that margin matters and you sell like it does - You want uncapped income and are willing to be measured - You take ownership without excuses

- Prefers to be managed daily and told what to work on - Avoids prospecting and waits for inbound leads - Points at marketing when the pipeline is thin - Prefers office work to field work - Struggles to keep a CRM current - Sells work without checking whether operations can execute it - Wants a predictable, low-accountability corporate sales job

- $1,800/month at 40% GP - $8,640 annual GP - $864 commission - $2,400/month at 40% GP - $11,520 annual GP - $1,152 commission - $3,000/month at 40% GP - $14,400 annual GP - $1,440 commission - $5,000/month at 40% GP - $24,000 annual GP - $2,400 commission - $10,000/month at 40% GP - $48,000 annual GP - $4,800 commission

- Solid performer - 84 new contracts per year, 7 per month - approximately $133,000-$145,000 total annual comp - Strong performer - 114 new contracts per year, 9.5 per month - approximately $158,000-$170,000 - Top performer - 142 new contracts per year, 12 per month - approximately $183,000-$195,000 - Elite performer - 172 new contracts per year, 14 per month - approximately $209,000-$221,000

Larger profitable accounts get you there faster. Low-margin accounts do not get rewarded.

Answer them with specifics. Numbers, accounts, years, results. Vague answers do not move forward - "I have a lot of experience in commercial sales" tells us nothing and will end the process there.