Regional Sales Team Leader

Job Summary: Regional Sales Team Leader (seeking applicants in each region- APAC, UK & US)

Pioneer Aero Supply is appointing Sales Team Leads within each region to strengthen day-to-day execution, team performance, and operational consistency across the sales function.

This is a player-coach role, combined with the individual’s current commercial responsibilities. The primary focus is team coordination, execution discipline, and performance management, ensuring that regional teams operate effectively and in full alignment with VP Sales direction.

The role focuses on driving execution against defined priorities.

Key Responsibilities

Team Leadership & Execution

• Act as the first point of contact for the regional sales team on day-to-day matters


• Run regular team check-ins, 1:1s, and pipeline reviews to ensure focus and accountability


• Ensure regional administrative functions, including approving sick leave, PTO, individual reviews, HR Platform updates, etc…


• Ensure all shifts are covered efficiently and fairly across the region


• Ensure clear task prioritization and follow-through across the team


• Support onboarding and integration of new hires into existing workflows


• Reinforce a performance-driven, accountable team culture

Operational Excellence

• Ensure consistent use of CRM (AVsight), pipeline hygiene, and reporting standards


• Monitor activity levels (calls, quotes, follow-ups, opportunities) and enforce execution discipline


• Identify and address gaps in process adherence or responsiveness


• Standardize best practices across the team (follow-ups, quoting, customer communication)


• Act as escalation point for internal coordination issues (Purchasing, Repairs, Ops)

Pipeline & Performance Management

• Maintain accurate, up-to-date pipeline visibility across the team


• Track KPIs and ensure alignment with targets set by VP Sales


• Proactively flag risks, delays, or underperformance


• Support team members in progressing deals (not owning strategy, but ensuring movement)


• Implement a “lesson learnt” approach for continuous improvement

Alignment & Communication

• Translate VP Sales direction into clear actions for the team


• Ensure alignment on company priorities and consistent execution


• Provide structured feedback upward on execution challenges and market signals


• Maintain strong coordination between regions and central leadership


• Ensure excellence of communication within the team and with other departments


• Ensure all processes and procedures, within Sales, but also with other departments when Sales is interacting with them, are being adhered to.

Individual Contribution

• Continue managing a defined portfolio of accounts


• Deliver against individual revenue targets


• Lead by example in execution quality, responsiveness, and discipline

Scope Clarification (Important)

• Function of team leader comes in addition to existing role (RSA Manager, RSBD Manager, RSBD Director)


• No ownership of sales strategy, market selection, or go-to-market definition


• No independent business development initiatives outside defined priorities


• Focus is on execution, coordination, and performance management

Requirements

• Strong track record in aviation aftermarket sales (airline/end-user exposure preferred)


• Proven ability to organize work, manage priorities, and drive execution


• Prior experience mentoring or informally leading colleagues


• High level of discipline with CRM and sales processes


• Strong communication and coordination skills


• Comfortable balancing individual contribution with team responsibilities


• Experience with AVsight

What Success Looks Like (6–12 Months)

• High level of pipeline accuracy and visibility across the region


• Improved activity levels, follow-up discipline, and conversion rates


• Optimized utilization of human resources


• Clear accountability within the team (no dropped leads or stalled deals)


• Strong alignment and fast execution of VP Sales priorities


• Smooth coordination with internal departments, reducing delays and friction


• No compliance findings