Business Development Manager (BDM)

ABOUT THE ROLE

We are looking for a strong, mature and highly driven Sales Manager who can take complete ownership of the company's sales team and its performance. This is not a supervisory desk job. The Sales Manager will be responsible for building a high-performing sales culture, managing and developing Sales Executives, allocating leads intelligently, improving conversions, maintaining discipline, resolving internal issues and ensuring that the sales team consistently delivers results. The ideal candidate should manage people with a combination of Authority + Empathy + Diplomacy + Emotional Intelligence + Commercial Intelligence + Leadership. Most importantly, the Sales Manager must lead from the front. You cannot demand performance from a team if you are unwilling to demonstrate it yourself.

KEY RESPONSIBILITIES

1. Complete Ownership of the Sales Team Manage Sales Executives, set daily and weekly priorities, monitor individual performance, ensure lead follow-ups, review site visits, track conversions, maintain discipline, solve operational issues, ensure reporting and build team morale.

2. People Management & Emotional Intelligence Different employees require different management styles. Know when to motivate, direct, push, appreciate, mentor, support, compete with and hold accountable. Understand personality, motivation and circumstances. Diplomacy and emotional intelligence are essential.

3. Turning Average Employees into Performers Identify whether underperformance comes from skill, attitude, confidence or discipline; provide training and support; set targets and accountability. Aim to turn Non-Performer → Learner → Consistent Performer → High Performer. Recognise when an employee is unwilling to improve and act appropriately.

4. Intelligent Lead Allocation Assess lead quality, urgency, property requirement, executive capability, conversion rate, workload, client relationship, property expertise and current performance. Hot leads should be handled by people most capable of converting them. Maintain fairness, transparency and a performance-driven system.

5. Team Building Conduct daily interactions, sales meetings, performance reviews and training; share successful pitches and market intelligence; encourage healthy competition; celebrate achievements; support weaker employees; resolve conflicts and create a positive working environment.

6. Lead from the Front Be capable of taking difficult clients, important negotiations, site visits, objection handling and difficult closures. The manager should ideally be one of the strongest salespeople in the company and teach by demonstration.

7. Motivation & Performance Culture Set ambitious but realistic targets, track progress, recognise strong performers, coach weak performers, create healthy competition and maintain momentum after setbacks. The manager should be able to change the energy of the room.

8. “No” Is Not the First Answer Develop a solution-oriented mindset. When faced with a problem, ask: “How can we make this work?” This never means breaking company policy, compromising ethics or making irresponsible commitments.

9. Client Management Handle high-value and difficult clients, negotiations, complaints, objections, delayed decisions, price negotiations, investors, dealers and channel partners. Step in whenever an executive needs support.

10. Property & Market Knowledge Maintain strong knowledge of company inventory and the local market, including specifications, pricing, locations, amenities, positioning, competitors, buyer profiles, investment logic and negotiation boundaries.

11. Property Management & Inventory Control Maintain accurate knowledge of available, sold and reserved units, pricing, offers, availability, client requirements, property status and site-visit readiness. Information given to clients must be accurate and current.

12. Follow-Up & Sales Pipeline Management Ensure no valuable lead is lost due to poor follow-up. Monitor New Lead → Contacted → Qualified → Property Suggested → Site Visit → Negotiation → Follow-Up → Closure. Classify leads as hot, warm, cold, dormant or lost and act accordingly.

13. Reporting & Performance Analysis Monitor leads received and allocated, calls, meaningful conversations, site visits, follow-ups, negotiations, closures, revenue, conversion ratios and individual performance. Always be able to answer: Why are we not converting this lead, and what are we going to do about it?

14. Proactive Leadership Do not wait for upper management to tell you what needs to be done. If the team is underperforming, intervene. If leads are wasted, fix allocation. If employees are demotivated, address it. If conversion falls, analyse it. The manager owns the problem until it is solved.

15. Employee Welfare & Support Recognise when an employee is struggling with personal difficulties, grief, stress, frustration, conflict or burnout. Support and relieve grieving employees while maintaining appropriate professional boundaries. Empathy is not weakness.

16. Conflict Management Resolve lead allocation disputes, client ownership disputes, performance conflicts, miscommunication, personality clashes, dealer disputes and team friction. Remain Fair → Calm → Diplomatic → Fact-Based → Decisive.

17. Ethics, Loyalty & Confidentiality Protect client databases, lead sources, pricing, negotiation information, employee performance, strategy and business relationships. Never divert leads, poach clients, misuse data, make false commitments or manipulate records. Behave as though “This is my company.”

18. Commercial Responsibility Understand that every lead and client acquisition has a cost. Have “Company ke paiso ka dard.” Avoid unnecessary expenditure, wasted leads, careless site visits and inefficient resource allocation.

19. Training & Development Continuously train the team in property knowledge, pitching, client psychology, calling, follow-up, negotiation, objection handling, closing, site-visit behaviour, CRM/reporting and market knowledge.

20. Versatility Be comfortable handling end-users, investors, HNI clients, property dealers, channel partners, land transactions, villas, apartments, commercial property, luxury properties, difficult negotiations and high-pressure situations.

IDEAL CANDIDATE

• Extremely confident

• Street smart

• Emotionally intelligent.

• Commercially intelligent

• Highly persuasive

• Diplomatic

• Disciplined

• Proactive

• Ethical

• Loyal

• Target-oriented

• Solution-oriented

• Strong communicator

• Natural leader

• Comfortable handling pressure

• Comfortable taking responsibility

• Willing to work beyond a conventional 9–5 mindset

• Strong enough to manage difficult people

• Humble enough to learn