Jesse Carlo Ros

Job Summary

· Manages the entire Sales Development operations;

· Manages the full lifecycle of every accredited salesperson ‑ from accreditation, onboarding, developmental programs and termination of partnership;

· Leads the Sales Development Department and Channel Management Teams and monitor each members' performances to enhance their skills and capabilities through relevant assignments and programs; and

· Creates motivational and retention programs for Sales

· Ensures proper site operations through site channel management

· Manages the entire Sales Development operations;

· Manages the full lifecycle of every accredited sales person – from accreditation, onboarding, developmental programs and termination of partnership;

· Leads the sales development department team and monitor each team member’s performances to enhance their skills and capabilities through relevant assignments and programs; and

· Creates motivational and retention programs for Sales.

Main Duties and Responsibilities

A. Financial Perspective

1. Provides recommendations on the budget for the following items:

a. Manpower headcount requirement

b. Sales Development

i. Recruitment

ii. Training

iii. Case Management

iv. Sellers Desk

1. Accreditation

2. Mobilization Fund

3. Site and Head Office Channel Management

2. Ensures actual expenses incurred are within the set budget.

B. Operations / Internal Business Perspective

1. Oversees Sales Resource Management:

a. Sourcing and recruitment of all sales personnel and identify the suitability of recruits for each channel

b. Accreditation process, ensuring that all necessary requirements are submitted and encoded in the Masterfile

c. Manages the onboarding activity, ensuring that all new recruits will be catered in a timely manner.

d. Works closely with Sales General Managers and Directors to identify developmental needs of respective Sales Groups.

e. Handles sales arbitration and termination of sales service agreement

2. Monitors full adherence to the Code of Conduct and lead the arbitration committee to address disputes between accredited sales persons.

3. Implements promotional programs and activities for buyers and Sales personnel.

4. Manages Sales Group receivables:

a. Mobilization Fund (MF)

i. Ensures that Sales Development Associate for Accreditation update in the seller’s database to include newly accredited Salespersons.

ii. Ensures that Sales Development Associate for Accreditation consolidate MF file from different Sales Channels.

iii. Ensures that Sales Channel Associates reflect the productivity of each Salesperson and its corresponding MF amount to number of sales (Reservation Sales) in the MF file for their respective channels.

iv. Reviews the MF file if all Salespersons indicated are qualified to receive the MF based on the following criteria: No existing Code of Conduct (COC) cases or any disciplinary records and/or sales disputes)

v. Ensure that General Managers (GMs) validate and approve the number of sales and corresponding MF amount indicated in the MF file.

vi. Endorses the MF file to Human Resources (HR) for final review and release within reasonable lead time.

b. Seller’s Promotion / Change in position or role

i. Ensure that Sales General Manager submit the recommendation letter for promotion to the Sales Development Head

ii. Assess the recommendation based on the following criteria for promotion: No existing COC cases or any disciplinary records, Meeting at least 1 year of sales target, tenure of at least 1 year with PHirst

iii. Send email notice across Customer Management Group Head/Department Leads for necessary changes on records, should the candidate for promotion qualifies for the role; Otherwise, a Decline Email notice to GMs shall be sent.

iv. Announce the promotion/change in position or title to Sales Channel Associates and Sales Development Associates for proper tagging and changes in common database/SAP.

c. Incentive / Bonuses

i. Develops promotional and incentive for Sales Personnel and buyers to support the Operational Statistic objectives of the company.

ii. Requests for necessary promo budget with the approval of the Vice President of Customer Management Group.

iii. Rolls-out seller/buyer incentives as approved by the Vice President of Customer Management Group.

iv. Ensures that Sales Channel Associates and Sales Admin Associates assess and qualify both sellers and buyers depending on the existing promo mechanics.

v. Ensures that Sales Channel Associates compute and provide necessary data for approval of Sales Development Head.

vi. Provides the incentive amount to Sales Channel Associates and release to qualified sellers/buyers of their respective projects.

vii. Liquidates all released incentive to Finance team.

d. Commission

i. Ensures that prior to the release of commission, the Sales Development Team (Sales Channel Associates and Sales Development Associate for Accreditation) shall verify if sales partners are still active and/or with no pending COC cases.

ii. Confirms and provides clearance to Commission Team to proceed with the release if sales partners are cleared.

5. Oversees the Channel Management teams (Sales Coordinators) to provide needed support to each Sales group.

C. Organizational Development / Innovation & Learning Perspective

1. Develops promotional programs and activities for buyers and Sales personnel, in collaboration with Sales General Managers and Marketing Department.

2. Ensures continuous improvement by institutionalizing/amending/nullify processes in pursuits of providing efficient, effective and flexible services to the group’s stakeholders.

3. Monitors and evaluate the Sales Development team member’s performance and recommend corrective and/or developmental actions as needed.

D. Customer Perspective

1. Ensures sufficiency of personnel per project, per Sales group.

2. Ensures higher talent retention of the following groups:

a. Sales

b. Sales Development

Internal Interface

1. Immediate Supervisor

a. The Sales Development Head directly reports to the Chief Operating Officer and Head of Sales of the Customer Management Group

2. Team Collaboration

a. Office of the President

b. Project Management Group

c. Legal and Technical Services Group

d. Finance and Accounting

e. Human Resources and Administration

f. Marketing Department

Decision Making Authority and Control

1. Based on the established standards, procedures and processes:

a. The Sales Development Head is authorized to make all decisions on the daily operational activities of the department.

2. The Sales Development Head shall secure clearance from the Customer Management Head relating to any of the following instances:

a. Anything with cost implication

b. Special requests beyond the approval authority

c. Any deviation from the policy

d. Recommendations for performance management and employee discipline

3. The Sales Development Head shall secure clearance from the Chief Operating Officer and Head of Sales of Customer Management Group, Legal, and Human Relations and Administration relating to any of the following instances:

a. Final decision for high-level disputes with regards to employment contracts and sales agency agreement.

• Directly managing site operations, on-site sales offices and model units; Keeps an updated roster of Site Officers and Site Utility Personnel; Develops improvements plans across the various sites and projects of NSJBI; Prepares and oversees expenses for site activities, repairs and enhancements; Coordinates with Property Management, Construction, Marketing, Interior Design Team, Purchasing, Admin and Planning for unit fit-outs and deliverables; Directly reports to the COO regarding site concerns and issues

• Works with upper management and constructs Sales Promotions, Discounts, Incentives, Allowances, and Commission Schemes; Analyzes Sales Performance and Sales Expenses, Manpower Count, and Commissions Report

• Screens Lead Project Representative/ Sales Head and Project Group Head Application; Evaluates sales managers based on the sales performance and achievement of monthly quota; In-charge of monitoring and finalization of Reports for: Case Management, Training, Recruitment, Efficiency, Accreditation, Manpower supply through Requisition Forms; Works with the Department Head in developing strategies and programs that will benefit the sales organization; Developing strategies or making recommendations to reduce agent attrition rate and enhance agent quality of life; Developed an automated process-flow to adjust to the Covid-19 pandemic; Helped innovate the process-flow, manual and policies, and process consolidation for other NSJBI Departments

• Discussing and establishing qualifications, requirements and terms and conditions of hiring of sales personnel with the Sales Recruitment and Training Head; Formulating detailed job descriptions; Identifying potential hires based on applicant resumes and vacant staff positions; Manages job listings on job recruitment sites and other media to attract skilled applicants; Interviewing and assessing prospective Lead Project Representatives and matching them with current vacancies; Screening candidates on the shortlist and maintaining a database of Project Representatives for future vacancies; Monitoring the plantilla of the sales organization; Organizing overall recruitment activities with organizational goals for hiring and retention and preparing reports related to the results of these efforts and activities; Ensuring that fair accreditation process and practices are implemented

• Responsible for salespersons training and development and organizational development of the entire Sales Department; Works closely with Recruitment Team and different sales groups to formulate training and non-training solutions in producing quality sales manpower for NSJBI Sales Department; Conceptualizes, researches and creates training plans and agenda for NSJBI salespersons; Prepares and updates training modules on different NSJBI projects and various sales topics; Summarizes Training Evaluation Form and prepares a narrative evaluation report after every training activity; Sets measures for Trainer effectiveness; Develops trainers to assume leadership posts in Training; Conducts Training Needs Analysis on a periodic basis to identify training and development needs; Delivers ad hoc trainings as needed by NSJBI Sales Department; Prepares all logistical requirements, including visual aids, training handbooks, office supplies, name tags, venue preparation, and training allowance for participants; Maintains an updated database of trainers, training providers and course programs in the Real Estate Industry

• Ensured that recruits were highly qualified for the position; Facilitated language, culture and product training; Validated training efficacy through post-training assessments; Provided end of day training reports; Provided coaching sessions that aided learning gaps; Served as process lead and contact person for a special line of business; Created training modules that helped with streamlining process flows; Guaranteed that all stakeholders were aligned and calibrated with the processes