Stuart Mann

About Stuart Mann

Most manufacturing and distribution companies don’t have a sales talent problem.They have a commercial discipline problem.Revenue is diluted across long-tail accounts.Sales activity looks busy but lacks intent.Margin erodes under pricing pressure.Forecasts are reactive.Sales managers manage noise instead of performance.When this continues long enough, growth stalls — even in strong markets.I work with Presidents, General Managers, and VP’s of Sales who want to reset the commercial standard inside their organization.Not tweak it.Reset it.My role is to bring structure, accountability, and measurable revenue focus to sales teams operating in competitive manufacturing and distribution environments.The Work1⃣ Account Stratification & Commercial FocusWe reallocate effort toward the accounts, segments, and product categories that drive disproportionate profit. Activity becomes intentional. Resources follow margin.2⃣ Territory OwnershipSalespeople move from route coverage to business management. Each territory operates with revenue, penetration, and margin accountability — not just call volume.3⃣ Performance Cadence & Leadership DisciplineWe build structured review rhythms that force clarity:Account penetration analysis.Product mix opportunity.Margin control.Forecast discipline.Coaching accountability.Consistency replaces personality dependence.The ImpactOrganizations I work with typically achieve: 10–30% revenue growth without expanding headcount Margin protection and reduced discount leakage Clear visibility into top-account strategy Stronger forecast accuracy Sales managers acting as performance multipliers, not problem solvers A cultural shift from “sales activity” to commercial ownershipOver a 30-year career leading sales organizations in competitive construction and distribution markets, I have:• Delivered consecutive 20%+ year-over-year growth• Rebuilt loss-making regions to sustained profitability• Led multi-branch commercial operations under margin pressure• Developed professional sales standards adopted at scale• Trained and mentored over 200 sales professionalsI understand branch economics.Channel friction.Pricing compression.Supply volatility.The tension between volume and profitability.My approach is not motivational.It is commercial.If you lead a manufacturing or distribution organization and believe your sales team should be operating at a higher standard of discipline and accountability, let’s have a conversation.Revenue growth should come from structure — not heroics.

Experience

1. Principal

   Sales Pros

   Jul 2025 — Present · US

   I partner with Presidents, General Managers, and VP’s of Sales in manufacturing and distribution to improve commercial discipline and revenue performance.My work focuses on:• Account stratification and 80/20 revenue concentration• Territory ownership and margin accountability• Structured performance cadence and sales leadership discipline• Coaching transformation from activity to commercial intentClients typically achieve 10–30% revenue improvement without adding headcount while strengthening gross margin control and forecast clarity

Education

• Walsall College of Technolgy

  Construction Technologist, Building Construction Technology

Skills

• Process Scheduler
• Materials
• Budgets
• Sales Process
• Pricing
• Sales
• Key Account Management
• P&L
• Contractors
• Value Engineering
• Team Building
• Management
• Sales Operations
• Customer Retention
• Customer Service
• B2b
• Customer Relations
• Account Management
• Change Management
• Strategy
• Project Management
• Inventory Management
• Coaching
• Product Development
• Purchasing
• Insulation
• Building Materials
• Construction Management
• Leadership
• Strategic Planning
• Business Development
• Negotiation
• Consultative Selling
• Problem Solving
• Construction
• Operations Management
• Contract Negotiation
• Selling
• Renovation
• Procurement