District Manager, Sales

Cambria•Atlanta, GA

9d•$110,438 - $154,453•Hybrid

About The Position

Cambria has an exciting opportunity in Atlanta, GA as a District Manager. The District Manager drives revenue growth across the district by leading, managing, and coaching a team of high-performing sales representatives. As a strategic driver and change agent, the District Manager spends significant time in the field to build seller capability, embed a coaching culture, enforce data-driven accountability, and cultivate executive-level industry partnerships that clear the path for their team's success. Operating through three main pillars—Lead, Manage, and Coach—the District Manager models and reinforces the Trusted Partner framework (Engage → Discover → Build Value → Advance) in every interaction with customers and team members alike. Performance in this role is defined by five core competencies, each rooted in the Cambria Sales System.

Requirements

Bachelor’s Degree strongly preferred
Minimum 7 Years of Experience Selling
Minimum of 3 Years of Employee Management Experience
Proficient in Microsoft (Word, Excel, PowerPoint) and Google (Docs, Sheets, Slides) suites of software
Concur and Salesforce experience preferred
3–5 years of experience managing a team of 5–10 direct reports, with a proven track record of setting clear priorities, establishing performance expectations, and driving accountability.
80% local travel by car to customers. Remaining 20% is to trade shows, associations and trips to Minnesota for training.
Must have the ability to work extended hours, including evenings and overnights, and to travel over weekends.
Must hold a valid Driver’s License from state of residence.
Must be able to successfully pass a Motor Vehicle Record (MVR) check in accordance with Cambria's standards.
Must be able to lift up to 50 pounds of quartz samples to and from appointments and events.
Must be able to drive for a long period of time.

Nice To Haves

Concur and Salesforce experience preferred

Responsibilities

Builds Relationships That Drive Results (Trusted Partner): Conducts regular account reviews with reps to monitor how relationships are being planned, mapped, and grown—focusing on revenue production as well as account health. Holds the district accountable for translating Trusted Partner relationships into measurable results, and actively owns whether new sales programs are deployed and effectively drive growth. Reinforces relational mapping (Purchasing, Influencers, Evaluators, Partners) as a framework for reps to strategically allocate their relationship-building time.
Owns Positioning & Specification Strategy (Engage → Advance): Guides Market Representatives through the pipeline using the Other-Centered Selling (OCS) framework—engaging with purpose, building value, and advancing accounts rather than defaulting to generic cultivation. Clearly communicates district strategy, building genuine buy-in rather than passive compliance. Owns the district's conversion and win rate as a direct measure of strategy effectiveness, holding the team accountable to execute the strategy thoroughly.
Drives Discovery & Consensus-Building to Close (Coach: Diagnose → Align → Develop): Embeds question-based coaching into regular 1:1s—asking before telling, and creating an environment where reps self-diagnose their growth areas using the ASLAN coaching model. Uses individual scorecards to ground coaching conversations in objective performance data, applying the Diagnose → Align → Develop cycle to move sellers toward mastery of Discover and Build Value disciplines. Follow-ups to confirm self-assessed growth areas translate into pipeline movement; addresses underperformance directly and escalates or manages out reps whose results do not improve despite sustained coaching.
Owns District Business Acumen & Results (Manage: Set, Work, & Measure the Plan): Takes personal accountability for district revenue, margin, and market share—maintaining exact awareness of district performance against targets at all times. Forecasts accurately, manages budget/program spend responsibly, and teaches reps deal math so each rep understands their number and how it rolls up to the district target. Proactively analyzes revenue and margin variances by rep and account to correct course early, holding reps accountable to specific new-business growth rather than activity alone.
Builds a Culture of Growth & Accountability (Lead: Change Management): Models adaptability to organizational change and holds the team to the same standard, preventing personal skepticism from becoming team-wide resistance. Establishes psychological safety for direct, constructive feedback while promptly addressing disruptive behavior, undermining conduct, or change resistance. Translates company strategy into clear team alignment; owns team engagement and retention as a personal accountability, recognizing team culture as a direct reflection of DM leadership.