Head of Sales

Head of Sales

About Orbita l

Orbital Internet Group is a growing UK connectivity business with a strong regional heritage, a national delivery capability and a clear opportunity to scale. The Orbital brand provides business connectivity, voice and related services to SMEs and multi-site organisations, supported by our own network capability, technical expertise and customer service culture.

The next phase for Orbital is about moving beyond a historically Kent-focused sales model and building a more ambitious, repeatable and scalable B2B growth engine. We are looking for a sales leader who can combine hands-on commercial energy with structured leadership, coaching, disciplined execution and strong cross-functional collaboration..

Role Purpose

The Head of Sales will lead the Orbital B2B commercial engine across new business, business development, channel, account management, customer success and marketing. The role is responsible for driving sustainable revenue growth from new and existing customers, building a clear ICP-led sales strategy, developing a high-performing team, improving commercial discipline and helping Orbital win larger, more strategic, multi-site customers. This is a hands-on leadership role. The successful candidate will be expected to set the strategy, coach the team, improve the sales process, support key deals, strengthen forecasting and build the foundations for the next phase of growth.

Key Responsibilities

1. Sales Strategy and Growth

Develop and own the Orbital B2B sales strategy, focused on clear ICPs, target sectors and target geographies.

Build a repeatable approach for winning multi-site SMB and mid-market customers, particularly where customers value responsive service, technical expertise, resilience and flexible connectivity solutions.

Help Orbital move beyond its historic Kent focus into selected regional growth markets, such as Essex, Sussex, the Midlands and other areas where the proposition is strong. Translate the company’s growth ambitions into a clear sales plan, including target accounts, pipeline requirements, sales capacity, conversion assumptions and revenue targets.

2. Team Leadership

Lead and develop the BDR, BDM, channel, account management, CSM and marketing function

s.Set clear expectations for each role in the commercial team, including activity, quality, pipeline contribution, customer engagement, retention, upsell and revenue outcomes. Create a strong coaching culture where team members understand what good looks like, receive regular feedback and are supported to improve. Recruit, onboard and develop additional commercial talent as the business scales.

3. Sales Process and Commercial Discipline

Build a simple but effective sales playbook covering ICP, qualification, discovery, proposal, negotiation, close, onboarding handover and account growth.

Improve CRM hygiene, pipeline accuracy, forecast discipline and sales reporting.

Create a buyer-led sales process that focuses on customer pain, decision process, commercial impact, technical fit, budget, stakeholders and timing.

Avoid unnecessary bureaucracy, but ensure the business has enough structure to scale beyond founder-led or relationship-led selling.

4. New Business and Business Development

Lead the new business team to generate and close qualified opportunities across lease lines, managed connectivity, Starlink resilience, voice/3CX and adjacent services.

Develop outbound motions by sector, geography and use case.

Support the team on larger or more complex opportunities, including customer meetings, deal strategy, commercial negotiation and close planning.

Ensure the BDR function is tightly aligned to the ICP and is measured on quality of opportunity creation, not just activity volume.

5. Channel and Partnerships

Develop the channel strategy for MSPs, resellers and other partners where Orbital can provide connectivity, voice and technical capability.

Clarify partner segmentation, partner qualification, commercial terms, engagement cadence and pipeline expectations.

Ensure channel activity complements, rather than distracts from, the direct sales strategy.

6. Account Management and Customer Success

Lead the account management and CSM teams to protect existing ARR, improve retention, identify upsell opportunities and build deeper relationships with key customers. Create a structured account review process for priority customers.

Identify opportunities to expand existing customers into additional sites, resilience solutions, voice, managed connectivity and related services.

Ensure sales promises are aligned with operational delivery, technical feasibility and customer service expectations.

7. Marketing and Demand Generation

Work with marketing to create targeted campaigns that support the ICP and sales strategy.

Move marketing closer to revenue generation, with clear alignment around target sectors, buyer personas, propositions, campaigns, events, case studies and sales enablement. Build practical sales collateral that helps the team explain Orbital’s value proposition clearly and consistently.

8. Cross-Functional Leadership

Work closely with operations, service delivery, customer journey, finance and technical teams to ensure the commercial strategy is deliverable and profitable.

Bring market feedback into product, proposition and pricing decisions.

Help the leadership team make better commercial decisions using clear data, pipeline insight and customer feedback.

Measures of Success

• Revenue growth from new business and existing customers.
• Growth in qualified pipeline aligned to the agreed ICP.
• Improved win rates and average deal value.
• Improved forecast accuracy and CRM discipline.
• Improved retention, upsell and account development.
• A stronger, clearer and more energised commercial team.
• A documented and embedded sales playbook.
• Marketing activity linked more directly to pipeline creation and revenue outcomes.
• Stronger collaboration between sales, marketing, customer success, operations and technical teams.

Ideal Experience

• Proven sales leadership experience in telecoms, connectivity, UCaaS, ISP, MSP, SaaS or technology services.
• Experience selling to SME, mid-market and/or multi-site customers.
• Experience leading new business teams and account management teams.
• Strong understanding of consultative selling and buyer-led qualification.
• Able to build structure without slowing the business down.
• Comfortable in a PE-backed or growth-focused environment.
• Experience improving CRM, forecasting, pipeline management and sales cadence.
• Ability to coach, challenge and energise a team through change.
• Comfortable being hands-on with customers and deals while also building the team and operating rhythm.
• Experience working closely with marketing, customer success and operations.

Personal Attributes

• Commercially ambitious but practical.
• Structured without being bureaucratic.
• High energy and resilient.
• Credible with customers and internal teams.
• Coaching-led rather than command-and-control.
• Comfortable challenging legacy thinking respectfully.
• Data-led but not spreadsheet-bound.
• Collaborative, direct and low ego.
• Able to operate at leadership team level while staying close to the detail.

First 30 days

• Understand the team, customers, pipeline, current sales process, ICP, proposition and operational constraints.
• Review CRM, forecast, pipeline quality, sales collateral, marketing activity and customer segmentation.
• Spend time with BDRs, BDMs, AMs, CSMs, marketing, operations and technical teams.
• Identify quick wins and blockers.

Days 31–60

• Define the target ICP, priority sectors, sales process and commercial operating cadence.
• Create a simple sales playbook and forecast framework.
• Review team roles, capacity, capability and gaps.
• Agree pipeline generation priorities with marketing and the BDR function.

Days 61–90

• Embed the new cadence across sales, AM, CSM and marketing.
• Launch targeted campaigns by ICP / sector / geography.
• Put in place clear dashboards for pipeline, conversion, retention, upsell and forecast.
• Support key live deals and priority account expansion opportunities.
• Present a 12-month commercial growth plan to the leadership team.