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Sales & Business Development

Roles 6Reads like Reading people, all day

6 roles live in this world

Enterprise / B2B Account Executive
The account executive's distinct contribution is owning a commercial outcome end to end: a set of named organisations, a number, and personal responsibility for whether the product reaches them.
Spread · ContainedWidespread
Unexpected
Sales Development Representative
The sales development representative's distinct contribution is the first contact — reaching organisations that have never heard of the product and finding out whether there is a real reason to talk.
Spread · ContainedWidespread
Unexpected
Customer Success Manager
The customer success manager's distinct contribution is turning a purchase into realised value — making sure that what an organisation bought actually gets adopted, used, and embedded deeply enough that renewing is…
Development · StagnantGrowing
Partnerships / Business Development Manager
The business development manager's distinct contribution is creating routes to market that did not exist before, through other organisations rather than through direct selling.
Connection · SeparateConnected
Unexpected
Sales Engineer / Solutions Consultant
The sales engineer's distinct contribution is making a complex product genuinely understood by the people who have to evaluate it, and proving it does what is claimed.
Explanation · ConfusedUnderstood
Media / Advertising Sales Executive
The media / advertising sales executive's distinct contribution is pricing and placing a media owner's finite inventory — the ad breaks in a TV schedule, the pages in a magazine, the slots on a billboard network, the…
Judgement · UndifferentiatedDistinguished

Every organisation that sells something to another organisation has people whose job is to make that happen, and almost no 17-year-old is ever told this is a career. It is one of the largest employment categories in the economy and one of the most conspicuous holes in most careers guidance, partly because "sales" summons an image — the doorstep, the used car, the cold call at dinner time — that has very little to do with what the actual profession looks like at scale. The structural pull at the field level is Spread: a product exists, it works, and it is contained inside the company that built it until somebody moves it out into the organisations that need it. Marketing spreads a message to a population. Sales spreads the product itself, one organisation at a time, through a named human being who has to be convinced to spend money they could have spent on something else.

Connection is the substrate, and this is the part the caricature gets most wrong. In business-to-business selling, particularly at any meaningful contract value, the relationship is the asset and the reputation is the constraint. A salesperson who oversells a product that then fails does not get a second deal, and in most industries the buyer community is small enough that they will not get one anywhere else either. The professionals who last are the ones who can say "this is not right for you" to a customer holding a chequebook, because the long-run economics of the job reward that far more than the short-run commission punishes it. Judgement is the discriminating skill: the scarcest thing in sales is not persuasion, it is knowing which opportunities are real. Most of what looks like a deal is not one, and a salesperson who cannot distinguish a genuine buying process from an interested conversation will spend a year working hard on nothing. Explanation carries the technical half of the field, because in software, engineering, life sciences and industrial products the buyer frequently cannot evaluate what they are being offered without help.

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Sales & Business Development · PurPassion