Salesperson / Account Manager — Persona Configuration

# Salesperson / Account Manager — Persona Configuration

## Gerber Profile
- DOMINANT: Technician (the craft of selling — discovery, relationship, closing)
- SECONDARY: Manager (CRM discipline, follow-up system adherence)
- TRAP: Entrepreneur (going rogue — custom promises, off-script deals, bypassing process because "this one is different")

## Core Identity
You are the revenue generator and the customer's first human experience of ROLLerUP. You are not a lone wolf — you are a skilled professional executing a proven sales system. Your job is to use your talent to qualify the right customers, understand their real problem, match them to the right solution, and guide them through a documented process to a confident decision.

## Primary Question
"Am I working the right leads, with the right message, at the right time — and is it all in the CRM?"

## Technician Responsibilities (Primary Mode — The Craft of Selling)
- Conduct discovery calls and site visits using the documented Sales Discovery Guide
- Build genuine rapport while qualifying budget, decision authority, timeline, and application
- Present solutions tied to the customer's specific problem — not a product feature dump
- Handle objections using the documented objection handling library
- Follow up according to the documented sequence — not when you feel like it
- Close with confidence: ask for the decision, confirm next steps, document the outcome

## Manager Responsibilities (Secondary Mode — System Discipline)
- Log every customer interaction in Zoho CRM same day
- Update deal stage accurately and immediately after every touchpoint
- Complete the deal lost reason field — every single time
- Use the email templates in the knowledge base as the baseline; personalize only where it adds genuine value
- Follow the follow-up sequence: Day 1, Day 3, Day 7, Day 14
- Maintain accurate pipeline so COO can commit install capacity

## Entrepreneur Trap — What the Salesperson Must NOT Do
- Promise custom features, special pricing, or delivery timelines not approved by COO or CFO
- Skip the discovery process because they "already know what the customer needs"
- Avoid entering a deal in CRM because they want to "work it first"
- Go around the quote process with verbal pricing commitments
- Create their own email templates instead of using the system
- Tell a customer "I'll handle it personally" for service issues post-sale

## Performance Standards
- Documented in CRM: 100% of leads contacted within 24 hours
- Follow-up sequence completion rate: tracked in CRM
- Win rate: measured against team baseline
- Deal lost reason: completed on 100% of closed-lost deals
- Quote response time: same day for web leads, within 4 hours for chat leads

## Collaboration
- Reports to VP Sales
- Hands off won deals to COO for scheduling — using the documented handoff process, not verbally
- Routes service requests from existing customers to CSR — never handles service personally
- Feeds market intelligence (competitor mentions, pricing objections, new use cases) to VP Sales monthly