General Sales Manager
Pho Prime, LLC, Phoenix, AZ, United States
Address 2602 South 19th Avenue, Phoenix, AZ, 85009, US
Overview
General Sales Manager Opportunity Summary: The General Sales Manager owns revenue generation across GTS (Guaranteed Truck Service) mobile service, Truck Shop services, and Parts Sales within an assigned region. This role leads a team of Territory Sales Representatives (TSRs) and Parts Sales Representatives responsible for prospecting, qualifying, and closing GTS agreements (PM and repair pricing), truck shop service customers, drive and power train, chassis, electrical, climate control, specialty repair, and walk-in/emergency services), and parts sales to an array of end users. As Williams expands its relationships with OEM and aftermarket parts manufacturers, the General Sales Manager is responsible for cross-selling and growing revenues using these partnerships and as a complement to service relationships. The role requires fluency in three complementary revenue streams: GTS (route-density-driven, agreement-based, recurring revenue), the Truck Shop (technical-fit-driven, transactional, high per-visit revenue), and Parts Sales (relationship-driven, margin-accretive, expanding supplier portfolio). Success is measured by total divisional sales revenue, pipeline conversion, customer retention, cross-sell between channels, and parts revenue growth. Key Accountabilities
Revenue and Pipeline Management
Develop and execute the divisional sales plan across GTS, Truck Shop, and Parts service lines to achieve corporate revenue and margin targets. Own the sales pipeline from lead generation through close. Maintain pipeline coverage ratios of 3x or greater against quarterly targets. Direct sales forecasting activities for all three channels; set and track performance goals by representative, territory, and service line. Drive cross-channel revenue by identifying GTS customers with shop and parts potential, shop customers with GTS and parts fit, and parts-only accounts that could convert to service relationships. Analyze sales statistics by channel (GTS PM revenue, GTS repair revenue, shop revenue by entry channel, parts revenue by product line) to identify trends, gaps, and growth opportunities (Salesforce). Prepare periodic sales reports covering sales volume, pipeline health, win/loss analysis, and areas of proposed customer base expansion across all three service lines within Salesforce. ICP-Driven Prospecting and Lead Qualification
Ensure all TSRs use the GTS Ideal Customer Profile (ICP) and Truck Shop ICP scoring models to prioritize prospects and allocate selling time. Review and validate ICP scores on key prospects; coach TSRs on proper scoring using RigDig data, discovery calls, and field observations. GTS qualification focus: Fleet size (10–250 vehicles), geography ( Truck Shop qualification focus: Allison-equipped fleets (highest-weight criterion at 2.5x), vehicle class (Class 6–8), specialty vertical (refuse, municipal, vocational), and fleet age (2–10 years post-warranty). Enforce tier-based pursuit strategies: Priority Targets (≥81% of max score) receive named representative assignment with 30-day contact plans; Deprioritize accounts ( Monitor and manage CRM data quality. Own the parts sales P&L for the division, driving revenue growth through both existing service accounts and standalone parts customers. Develop and manage relationships with OEM and aftermarket parts manufacturers as Williams expands its supplier portfolio. Coordinate with corporate procurement on vendor agreements, pricing tiers, and inventory commitments. Identify parts attach-rate opportunities within existing GTS and shop accounts: ensure technicians and TSRs capture parts revenue on every service touchpoint rather than sourcing externally. Build a parts prospecting motion targeting fleets that perform some maintenance in-house but purchase components externally. These accounts may not qualify for full GTS or shop service but represent meaningful parts margin. Track and grow parts revenue by product category and by customer segment (GTS accounts, shop accounts, parts-only accounts). Leverage parts availability as a sales tool: Williams’ expanding parts inventory reduces customer lead times vs. competitors and strengthens the value proposition across all service lines. Recruit, Hire, Onboard, and Retain
Recruit, hire, onboard, and retain high-performing TSRs and Parts Sales Representatives. Conduct regular performance evaluations; develop individualized coaching plans tied to pipeline activity, conversion rates, and revenue attainment. Train TSRs on differentiated selling motions: GTS agreement sales (longer cycle, management commitment required) vs. Shop customer development (Allison land-and-expand, specialty capability-led) vs. parts consultative selling (product knowledge, inventory availability, margin optimization). Train TSRs on the GTS service motion classification framework: PM Agreement, Repair Pricing Agreement, or Combined engagement, and how to tailor the opening sales angle accordingly. Train TSRs on the Truck Shop entry channel strategy: leading with Allison OEM authorization, specialty technical depth, or emergency responsiveness depending on prospect profile. Set territory assignments, quotas, and goals by representative; balance GTS, Shop, and Parts targets based on territory characteristics and market density. Customer Engagement and Relationship Management
Deliver sales presentations to key prospects and existing customers in coordination with TSRs and Parts Sales Representatives. Meet with strategic accounts to assist representatives in negotiating and closing GTS agreements, shop service relationships, and parts supply arrangements. Drive the Allison land-and-expand motion across the division: track customer progression from initial Allison warranty visit through fleet-wide shop relationship, GTS cross-sell, and parts supply capture. Coordinate with Operations to ensure service delivery meets customer expectations across GTS (on-site technician performance, route scheduling), Shop (turnaround time, repair quality), and Parts (order fulfillment, inventory availability). Represent the company at trade shows, industry association meetings, OEM partner events, and fleet management conferences to build brand awareness and generate leads across all service lines. Market Intelligence and Competitive Strategy
Monitor and evaluate competitor activity across all five competitor categories: independent mobile mechanics, small independent shops, OEM dealer service departments, national fleet services, and in-house fleet maintenance operations. Track parts market dynamics including OEM pricing changes, aftermarket alternatives, supply chain disruptions, and emerging manufacturer relationships that could strengthen Williams’ competitive position. Review market analyses to identify customer needs, pricing dynamics, and competitive displacement opportunities across service and parts. Leverage Williams’ differentiated value propositions in sales strategy: Allison OEM authorization, multi-brand capability, specialty technical depth, GTS field-to-shop continuum, single-provider accountability, and expanding parts availability. Budget and Expense Management
Recommend and manage the divisional sales budget, including representative compensation, travel, marketing, parts inventory investment, and CRM/tool spend. Analyze and control sales department expenditures to conform to budgetary requirements. Benefits
8 Paid Holidays & 1 Paid Wellness Day Paid Time Off Employee Referral Bonus Program 401k with a Company Match Company Paid Training About the Company
W.W. Williams was founded in Columbus, Ohio, in 1912. Today The W.W. Williams Companies have a broad portfolio of businesses located throughout the U.S. and Mexico. The W.W. Williams Companies include CT Power and Guaranteed Truck Service. W.W. Williams offers a full range of industry-leading products, while providing technical/mechanical service and repair, remanufacturing and warehouse/supply chain management solutions to a varied customer base. Our products and services include diesel engines, transmissions, heavy duty truck repair, transport refrigeration, power generation and third-party supply chain logistics services. Our customers include on-highway truck fleets, off-highway equipment users, data centers, hospitals, Department of Defense OEMs, vehicle OEMs, U.S. Military and boat owners to name a few. What began as a small family-owned business has evolved into one of the nation's most diversified solutions provider. We are relentlessly dedicated to helping our customers achieve maximum up time. From single trucking to cranes to fleet management to power generators to military and commercial packaging - consider it done. We are Genuine. Honest. Passionate. That's not a slogan, it's a mantra. Everyone who wears the W.W. Williams name - from service technicians to advisors to business executives - is committed to getting the job done right, the first time around. Our people are our greatest assets; we support our team with access to world class training and development opportunities. It's this level of investment and care that matters to customers, giving you peace of mind that your fleet is in the right hands. W.W. Williams is one of the nation’s largest sales and service networks of industrial power products. With multiple locations across the US and Mexico, we are dedicated to providing highly professional service and strong relationships with our customers. Join us for a career where you'll grow both personally and professionally in a welcoming, diverse, and inclusive environment. Competitive wages and benefits. AAP/EPE/M/F/Vets/Disabled, DFWP.
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General Sales Manager Opportunity Summary: The General Sales Manager owns revenue generation across GTS (Guaranteed Truck Service) mobile service, Truck Shop services, and Parts Sales within an assigned region. This role leads a team of Territory Sales Representatives (TSRs) and Parts Sales Representatives responsible for prospecting, qualifying, and closing GTS agreements (PM and repair pricing), truck shop service customers, drive and power train, chassis, electrical, climate control, specialty repair, and walk-in/emergency services), and parts sales to an array of end users. As Williams expands its relationships with OEM and aftermarket parts manufacturers, the General Sales Manager is responsible for cross-selling and growing revenues using these partnerships and as a complement to service relationships. The role requires fluency in three complementary revenue streams: GTS (route-density-driven, agreement-based, recurring revenue), the Truck Shop (technical-fit-driven, transactional, high per-visit revenue), and Parts Sales (relationship-driven, margin-accretive, expanding supplier portfolio). Success is measured by total divisional sales revenue, pipeline conversion, customer retention, cross-sell between channels, and parts revenue growth. Key Accountabilities
Revenue and Pipeline Management
Develop and execute the divisional sales plan across GTS, Truck Shop, and Parts service lines to achieve corporate revenue and margin targets. Own the sales pipeline from lead generation through close. Maintain pipeline coverage ratios of 3x or greater against quarterly targets. Direct sales forecasting activities for all three channels; set and track performance goals by representative, territory, and service line. Drive cross-channel revenue by identifying GTS customers with shop and parts potential, shop customers with GTS and parts fit, and parts-only accounts that could convert to service relationships. Analyze sales statistics by channel (GTS PM revenue, GTS repair revenue, shop revenue by entry channel, parts revenue by product line) to identify trends, gaps, and growth opportunities (Salesforce). Prepare periodic sales reports covering sales volume, pipeline health, win/loss analysis, and areas of proposed customer base expansion across all three service lines within Salesforce. ICP-Driven Prospecting and Lead Qualification
Ensure all TSRs use the GTS Ideal Customer Profile (ICP) and Truck Shop ICP scoring models to prioritize prospects and allocate selling time. Review and validate ICP scores on key prospects; coach TSRs on proper scoring using RigDig data, discovery calls, and field observations. GTS qualification focus: Fleet size (10–250 vehicles), geography ( Truck Shop qualification focus: Allison-equipped fleets (highest-weight criterion at 2.5x), vehicle class (Class 6–8), specialty vertical (refuse, municipal, vocational), and fleet age (2–10 years post-warranty). Enforce tier-based pursuit strategies: Priority Targets (≥81% of max score) receive named representative assignment with 30-day contact plans; Deprioritize accounts ( Monitor and manage CRM data quality. Own the parts sales P&L for the division, driving revenue growth through both existing service accounts and standalone parts customers. Develop and manage relationships with OEM and aftermarket parts manufacturers as Williams expands its supplier portfolio. Coordinate with corporate procurement on vendor agreements, pricing tiers, and inventory commitments. Identify parts attach-rate opportunities within existing GTS and shop accounts: ensure technicians and TSRs capture parts revenue on every service touchpoint rather than sourcing externally. Build a parts prospecting motion targeting fleets that perform some maintenance in-house but purchase components externally. These accounts may not qualify for full GTS or shop service but represent meaningful parts margin. Track and grow parts revenue by product category and by customer segment (GTS accounts, shop accounts, parts-only accounts). Leverage parts availability as a sales tool: Williams’ expanding parts inventory reduces customer lead times vs. competitors and strengthens the value proposition across all service lines. Recruit, Hire, Onboard, and Retain
Recruit, hire, onboard, and retain high-performing TSRs and Parts Sales Representatives. Conduct regular performance evaluations; develop individualized coaching plans tied to pipeline activity, conversion rates, and revenue attainment. Train TSRs on differentiated selling motions: GTS agreement sales (longer cycle, management commitment required) vs. Shop customer development (Allison land-and-expand, specialty capability-led) vs. parts consultative selling (product knowledge, inventory availability, margin optimization). Train TSRs on the GTS service motion classification framework: PM Agreement, Repair Pricing Agreement, or Combined engagement, and how to tailor the opening sales angle accordingly. Train TSRs on the Truck Shop entry channel strategy: leading with Allison OEM authorization, specialty technical depth, or emergency responsiveness depending on prospect profile. Set territory assignments, quotas, and goals by representative; balance GTS, Shop, and Parts targets based on territory characteristics and market density. Customer Engagement and Relationship Management
Deliver sales presentations to key prospects and existing customers in coordination with TSRs and Parts Sales Representatives. Meet with strategic accounts to assist representatives in negotiating and closing GTS agreements, shop service relationships, and parts supply arrangements. Drive the Allison land-and-expand motion across the division: track customer progression from initial Allison warranty visit through fleet-wide shop relationship, GTS cross-sell, and parts supply capture. Coordinate with Operations to ensure service delivery meets customer expectations across GTS (on-site technician performance, route scheduling), Shop (turnaround time, repair quality), and Parts (order fulfillment, inventory availability). Represent the company at trade shows, industry association meetings, OEM partner events, and fleet management conferences to build brand awareness and generate leads across all service lines. Market Intelligence and Competitive Strategy
Monitor and evaluate competitor activity across all five competitor categories: independent mobile mechanics, small independent shops, OEM dealer service departments, national fleet services, and in-house fleet maintenance operations. Track parts market dynamics including OEM pricing changes, aftermarket alternatives, supply chain disruptions, and emerging manufacturer relationships that could strengthen Williams’ competitive position. Review market analyses to identify customer needs, pricing dynamics, and competitive displacement opportunities across service and parts. Leverage Williams’ differentiated value propositions in sales strategy: Allison OEM authorization, multi-brand capability, specialty technical depth, GTS field-to-shop continuum, single-provider accountability, and expanding parts availability. Budget and Expense Management
Recommend and manage the divisional sales budget, including representative compensation, travel, marketing, parts inventory investment, and CRM/tool spend. Analyze and control sales department expenditures to conform to budgetary requirements. Benefits
8 Paid Holidays & 1 Paid Wellness Day Paid Time Off Employee Referral Bonus Program 401k with a Company Match Company Paid Training About the Company
W.W. Williams was founded in Columbus, Ohio, in 1912. Today The W.W. Williams Companies have a broad portfolio of businesses located throughout the U.S. and Mexico. The W.W. Williams Companies include CT Power and Guaranteed Truck Service. W.W. Williams offers a full range of industry-leading products, while providing technical/mechanical service and repair, remanufacturing and warehouse/supply chain management solutions to a varied customer base. Our products and services include diesel engines, transmissions, heavy duty truck repair, transport refrigeration, power generation and third-party supply chain logistics services. Our customers include on-highway truck fleets, off-highway equipment users, data centers, hospitals, Department of Defense OEMs, vehicle OEMs, U.S. Military and boat owners to name a few. What began as a small family-owned business has evolved into one of the nation's most diversified solutions provider. We are relentlessly dedicated to helping our customers achieve maximum up time. From single trucking to cranes to fleet management to power generators to military and commercial packaging - consider it done. We are Genuine. Honest. Passionate. That's not a slogan, it's a mantra. Everyone who wears the W.W. Williams name - from service technicians to advisors to business executives - is committed to getting the job done right, the first time around. Our people are our greatest assets; we support our team with access to world class training and development opportunities. It's this level of investment and care that matters to customers, giving you peace of mind that your fleet is in the right hands. W.W. Williams is one of the nation’s largest sales and service networks of industrial power products. With multiple locations across the US and Mexico, we are dedicated to providing highly professional service and strong relationships with our customers. Join us for a career where you'll grow both personally and professionally in a welcoming, diverse, and inclusive environment. Competitive wages and benefits. AAP/EPE/M/F/Vets/Disabled, DFWP.
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