Sales Training Program Manager

Flow Control Group•Charlotte, NC

15h•Hybrid

About The Position

The Sales Training Program Manager owns the strategy, design, and delivery of the Sales Academy and the sales development programs that directly improve the productivity and performance of Flow Control Group's sales force. This role is accountable for shortening new rep ramp time, improving early quota attainment, building visible sales career pathways, and creating an internal sales development capability that reduces dependence on external training vendors. Content design and eLearning build is executed in partnership with the Instructional Designer & Curriculum Developer; this role owns program strategy, facilitation, reinforcement, and outcomes. The strategic premise is simple: build an internal sales training capability that produces proprietary content grounded in our products, our customers, and our sales culture, and measure its impact in readiness, quota attainment, and internal progression, not course completions alone. IMPACT Selling remains FCG's common sales language. In the near term, this role reinforces and sustains it through manager follow-up and AI coaching tools. Over time, it internalizes delivery so core sales training is owned by FCG rather than a vendor. The right candidate has been in the room, ideally has sold technical products in an industrial B2B environment, and brings both the credibility to be taken seriously by experienced sales professionals and the instructional design sensibility to build programs that create durable behavior change. This is not a training coordinator role. It is a program ownership role with a direct line to revenue.

Requirements

5+ years in sales training, sales enablement, or a quota-carrying B2B sales role; industrial, technical, or field sales experience strongly preferred
Demonstrated experience building or substantially improving a structured sales onboarding or development program with measurable outcome tracking
Strong facilitation skills: credible, energetic, and engaging with both new hire cohorts and seasoned sales professionals
Working knowledge of CRM platforms (Salesforce preferred) and the ability to use sales performance data to drive training decisions
Direct knowledge of industrial B2B sales dynamics: the distributor value proposition, application-based product selling, supplier-managed relationships, complex capital expenditure deal frameworks, and margin management
Sales fluency: Deeply understands the technical B2B sales environment: the customer, the cycle, the distributor value proposition, and what separates top performers from average ones
Facilitation excellence: Earns credibility and engagement from experienced sales professionals through relevance, energy, field vocabulary, and applied practice
Program ownership: Driven by outcomes, not activity; connects training investment to revenue impact and holds the program accountable to measurable results
Strategic partnership: Translates sales leadership priorities into training decisions and operates as a business partner with a commercial lens, not a support function
Reinforcement mindset: Knows that behavior change happens after the session; builds manager follow-up and practice into every program
Content judgment: Knows the difference between training that looks good in a launch meeting and training that changes what reps do on Monday morning

Nice To Haves

Personal sales experience in flow control, fluid power, process instrumentation, automation, MRO, or related technical product categories
Certification or deep familiarity with IMPACT Selling, Challenger, MEDDIC/MEDDPICC, or Sandler
Experience with sales enablement or AI coaching platforms (Highspot, Seismic, Showpad, or similar)
Experience building sales career pathways or early career sales programs
Background in a distributor or multi-brand business model, including supplier partner management

Responsibilities

Own the full sales training lifecycle: new hire Sales Academy onboarding, rep ramp curriculum, product and application knowledge certifications, and ongoing development tracks for inside sales, outside sales, sales engineers, and account managers
Design the rep learning journey from Day 1 through the first 90 days and beyond, with structured milestones, manager reinforcement checkpoints, and competency assessments tied to quota readiness
Build a curriculum that reflects the complete technical B2B sales cycle: prospecting, discovery, application-based and value-based selling, quoting and margin management, objection handling, negotiation, and account retention and expansion
Build cross-brand selling and service selling content so reps can position the full FCG portfolio and service offerings, not only their home brand
Implement sales learning pathways in FCG University in partnership with the Manager, Learning & Development
Define the sales career pathway from intern and early career entry to inside sales, outside sales, senior account roles, and sales leadership, with clear readiness criteria at each step
Partner with Talent Acquisition on strong sales candidate profiles and on pre-start readiness so new hires arrive prepared for Day 1
Identify high-performing sellers ready for larger territories or leadership and provide readiness evidence into Talent Ascension and succession reviews
Partner with the Service Technician Academy Program Manager where technicians sell service or refer opportunities, so technical and commercial content are coordinated
Create and run the reinforcement plan for IMPACT Selling, including AI coaching app adoption, manager follow-up, and practical application after training
Support the launch and adoption of the Sales Manager Operating Manual as the standard for sales coaching, pipeline reviews, performance management, and team execution
Support the Sales Leadership Accelerator, owning sales-specific leadership content in partnership with the Leadership Academy Program Manager, who owns the leadership core for all managers
Design and facilitate manager enablement sessions that equip frontline sales managers to reinforce training through field coaching, deal reviews, and developmental feedback
Oversee facilitation of and/or directly facilitate live and virtual instructor-led training for new hire cohorts, regional team sessions, and targeted skill-building programs
Oversee and track completion of product knowledge training in partnership with supplier representatives, manufacturer contacts, and internal product management
Model the selling skills and behaviors expected of the sales force, not just teach them in theory
Define content requirements for sales playbooks, product battle cards, call frameworks, objection-handling guides, and competitive positioning tools, partnering with the Instructional Designer & Curriculum Developer for production
Capture the practices of top-performing sellers and turn them into role plays, recorded call examples, and deal simulations grounded in real FCG customer situations
Ensure all content reflects current go-to-market strategy, product priorities, and pricing dynamics in coordination with sales leadership and marketing
Define, track, and report sales training measures: participation, completion, reinforcement and AI coaching usage, manager adoption, new rep ramp time, 90-day and 6-month quota attainment, and internal progression and retention of program participants
Use CRM data, sales performance analytics, and field observation to identify skill gaps by role, region, brand, or product line, and adjust curriculum priorities accordingly
Report outcomes quarterly to sales leadership and the VP, Workforce Development, feeding the quarterly workforce intelligence reviews
Build an ongoing case for the ROI of internal training versus external training providers, documenting performance improvements attributable to program design decisions
Act as a trusted partner to Regional Sales Managers, Branch and Brand Leaders, Technology and Operating Group Leaders, and the VP of Commercial Sales, translating their talent gaps into training priorities
Manage remaining external training vendor relationships with a clear internalization plan and timeline