Sales Director

Envevo is a leading provider of ICP and EV charging infrastructure, including full turnkey solutions for fleet operators, bus companies, charge point operators, and commercial property owners. We operate across the UK with a differentiated offering built around delivery certainty, risk management, and sector expertise.

Our markets are complex and long-cycle. We win when customers trust our competence, our credibility, and our ability to reduce complexity in uncertain environments. Our next stage of growth depends on building the commercial discipline and institutional capability to match that positioning.

Envevo operates in markets where the timing of customer buying decisions is largely outside the company’s control, shaped by external triggers, government funding cycles, franchise outcomes, regulatory drivers, and asset lifecycles. Success in these markets does not come from applying sales pressure; it comes from being the trusted, default choice when buying windows open.

The Sales Director will build and lead a commercial function that operates on this principle. The role has two interconnected mandates:

• To establish a disciplined relationship capital management capability that keeps Envevo positioned, informed, and influential across priority accounts ahead of procurement.
• To build a proactive outbound sales capability targeting all business sectors (ICP, Fleet, Bus, Truck, CPO, Maintenance), developing those opportunities through to revenue.

Critically, this role is responsible for shifting Envevo's performance management from reactive pipeline tracking to leading indicator-based account health management, creating stronger accountability across the sales team and ensuring marketing activity is deployed with purpose and measurable impact.

Requirements

Relationship Management

• Build and institutionalise the processes, disciplines, and rhythms that ensure Envevo is positioned as the preferred provider before procurement events occur.
• Define and maintain a priority account universe based on decision complexity, buying triggers, stakeholder breadth, and readiness probability.
• Implement structured account engagement cadences for all strategic accounts, replacing opportunistic contact with value-led, scheduled touchpoints.
• Own the systematic capture and institutional retention of account intelligence; stakeholder maps, funding pathways, internal decision logic, so knowledge is not lost when individuals move.
• Ensure multi-stakeholder engagement (economic, operational, technical) is in place long before tender or formal procurement processes begin.
• Drive Envevo's upstream influence capability so that scope, criteria, and preferences are shaped early rather than responded to late.
• Champion customer advocacy development through consistent value delivery and proof point accumulation across the account lifecycle.

Sales Capability

• Build a proactive, outbound-led commercial capability targeting the ICP, bus, truck, fleet, CPO and maintenance sectors, from initial identification through to contracted revenue, across our UK, ROI and KSA operations.
• Define and operationalise the Ideal Customer Profile (ICP) for fleet and maintenance accounts, segmented by decision complexity, buying triggers, and Envevo’s demonstrable right to win.
• Lead outbound prospecting strategy and execution within the fleet and maintenance segments, ensuring sustained, account-based presence rather than volume-led activity.
• Own the commercial development of fleet and maintenance opportunities from initial engagement through qualification, bid, and close.
• Work closely with the Bid Manager and technical teams to ensure proposal quality, pricing discipline, and scope protection are maintained throughout opportunity development.
• Develop repeatable fleet and maintenance engagement playbooks and sales tools that can be adopted and coached across the team as it scales.
• Identify and develop channel and partnership opportunities that extend Envevo’s reach within the fleet and maintenance markets.

Leading Indicators & Sales Management Framework

• Transform how commercial performance is defined, tracked, and managed, moving from close-date-driven pipeline metrics to a leading indicator model that reflects how customers in Envevo's markets actually make decisions.
• Design and implement a leading indicator framework covering account health, stakeholder coverage, trigger clarity, and decision readiness, replacing or supplementing traditional pipeline stage metrics.
• Ensure CRM adoption reflects readiness-based qualification rather than linear opportunity progression; own the discipline of CRM as a forward-looking management tool, not a retrospective activity log.
• Conduct regular structured 1-2-1s and team reviews based on leading indicators, with clear accountability for account progression and readiness development.
• Implement probability-weighted future value reporting that enables leadership to make confident forward-looking commercial decisions.
• Reduce forecast volatility by aligning governance, resource deployment, and bid decisions to genuine readiness signals.
• Create a performance management culture that rewards consistency, relationship discipline, and long-term positioning alongside revenue delivery.

Sales & Marketing Alignment

• Ensure sales and marketing operate as a coordinated system, with marketing activity directed toward measurable impact on account readiness and priority account penetration.
• Work with marketing to shift reporting from activity volume to account penetration, stakeholder influence, and readiness movement.
• Direct marketing resource toward sustained presence within priority accounts, rather than broad inbound or brand-only activity.
• Ensure case studies, proof points, and credibility assets are consistently framed around decision-enabling outcomes and deployed proactively across buying cycles.
• Define and enforce handover protocols between sales, bid, and marketing to eliminate reactive resourcing and fragmented account experience.
• Provide marketing with clear account intelligence so content, events, and engagement activities are targeted and purposeful.

Team Leadership & Commercial Culture

• Lead, coach, and develop the BDM team across all market verticals, building individual capability while creating shared language, process, and standards.
• Set clear expectations around consultative selling behaviours, building insight, trust, and internal alignment within accounts rather than creating urgency.
• Drive a culture of patience as a commercial discipline, where long-term positioning is valued and rewarded alongside short-term wins.
• Contribute to incentive and commission structure design that aligns team behaviours with readiness-led account management principles.
• Recruit, onboard, and retain high-calibre commercial talent using structured profiling and skills assessment.
• Represent commercial priorities at senior leadership level, contributing to strategic planning, investment decisions, and board reporting.