Director of Sales Operations

Growth here depends on promises the routes, plants, and billing team can actually keep. This role turns a relationship-driven uniform business into a repeatable sales system—so every new program is priced right, handed off cleanly, and retained. You will be measured by forecast accuracy, win quality, and how little friction customers feel after they say yes.

Performance Objectives

• Install a single sales process from first conversation through signed program, onboarding, and first invoice, cutting avoidable handoff errors within two quarters.
• Raise qualified-pipeline coverage and forecast accuracy so leadership can staff routes and inventory against real demand, not optimism.
• Standardize pricing, proposals, and exception rules so reps protect margin while still winning the right accounts.
• Shorten sales-to-service cycle time and reduce billing disputes tied to incomplete orders, size data, or program scope.
• Coach the sales team weekly on activity, conversion, and account plans; lift close rate and first-year retention on new programs.
• Build a simple CRM and reporting cadence the team will actually use, with pipeline, win/loss, and lost-reason visibility every week.
• Partner with service and finance to design offers that match delivery capacity, garment availability, and straightforward billing.

Environment & Resources

You report to the owner-operator and sit between sales, route service, production, and billing. The team is lean: field sellers, customer service, and route professionals who already know their accounts by name. You will have authority over sales process, CRM configuration, pricing guardrails, and sales reporting—not a large staff or a blank-check tech stack. Expect to work from the floor as often as from a dashboard, and to earn adoption by making the work easier, not heavier.

Essential Qualifications

• Proven record building sales operations in a route, rental, facilities, or recurring B2B service business—not only inside a high-volume SaaS motion.
• Hands-on ownership of CRM, pipeline stages, forecasting, and proposal or pricing discipline that reps followed.
• Ability to translate service constraints (delivery windows, inventory, billing) into sales rules that protect the customer and the margin.
• Coaching experience with a small field team; you can inspect deals and still respect long-standing customer relationships.
• Comfort with spreadsheets and a practical CRM; you do not need a data-science team to produce a weekly operating review.
• Clear written standards and calm presence when a promised program and the route reality do not match.

Role Selling Points

• Direct line to the people who own the business—decisions move in days, not committee cycles.
• Visible impact: better handoffs show up on routes, in invoices, and in whether a new logo stays on the account list.
• A service culture that already prizes on-time delivery and simple billing; your job is to make sales match that standard.
• Room to design the operating system, not inherit a rigid playbook from a distant corporate parent.

Call to Action

If you have built the machine behind a service sales team—and you want your work judged by retained programs, not slide decks—apply with a short note on one process you installed and the result it produced.