An open programme for the sales leaders who carry a national number — with the people who have run one.
Contact us for fees and the brochure.
Up to middle management there is always someone to bounce an idea off — a peer in the next region, a boss who did the job last year. Above that, the job gets bigger and the room gets emptier.
A senior sales leader is trusted with the whole commercial engine: the route to market, the distributor network and the key accounts, the targets and incentives, the data you steer by and the people who carry it. The few people doing a similar job are in competing companies. So the hardest calls get made alone, by trial, with a number at risk.
Leading the Commercial Engine is built for that moment: two days with two people who have sat in that chair, in this market and beyond it — closer to coaches than trainers — and a room of peers facing the same decisions.
The focus is the technical side of the job: how the engine is designed, planned, measured and led. It is the part of sales leadership that is hardest to learn anywhere but on the job, and it is what SaleSync is built to teach. Motivation matters too — and it comes far more easily when people know how the engine works.
It runs as an open programme on purpose. Half of what you take away will come from how the person next to you solved the same problem — and the network you leave with lasts well beyond the two days.
National Sales Managers and Heads of Sales
Divisional and Regional Sales Managers carrying a P&L or a region
Heads of Trade Marketing, Key Accounts and Channels
Commercial and Business Heads with sales reporting to them
Senior leaders newly promoted into a national role
Owners and directors of distribution-led businesses
For territory and area teams, ask us about our field programmes instead.
Numayer brings a live example into every session from twenty-two years at British American Tobacco — including the sessions he is not leading. Sami does the same from nineteen years at Unilever and from PRAN-RFL.
Twenty-two years of a career in one company, across Bangladesh, Vietnam and BAT's East Asia Area — sales and distribution, trade and planning, brands for the region, and finally the commercial leadership of the whole business from a seat on the Board. IBA, Dhaka.
Started off as a Territory Officer. Closed off as a Commercial Director and Board Member.
Nineteen years at Unilever, in Bangladesh and India — brand and category roles, then Hindustan Unilever's flagship retail programme, then the commercial leadership of Unilever Bangladesh as Customer Marketing Director, owning sales planning and in-market delivery for all four business groups. Then Brand Director at PRAN-RFL Group. IBA, Dhaka.
Started off as a Management Trainee. Closed off as Customer Marketing Director.
An hour with Numayer or Sami, in person or online — your plan against what has actually happened.
What route to market is actually for: balancing accessibility, potential and the cost to serve. Choosing the model by market type, finding the white space and expanding coverage step by step. Route ROI, and when to add a distributor or split a territory.
Margin structures, and managing modern trade and key accounts as accounts in their own right: the account plan, trading terms, listing, range and shelf, promotions that pay back for both sides. Moving a key account to a joint business plan; the partnership scorecard; and the conversation to have when a long-standing distributor has stopped growing.
How a credible number is built rather than negotiated. S&OP and the sales leader's real role in it. Dividing the target by potential rather than history, down to the route. KPIs that fit the team's maturity — and designing the salesperson and distributor incentive, as a live working session with real numbers.
Data you can trust, clean at source. Reading the business through five lenses, and the few numbers worth a leader's attention every morning. Turning data into a decision rather than a report — and a straight look at the analytics and AI tools available in Bangladesh today, and what they are actually worth.
Leading a field force you cannot stand in front of. Coaching the people who coach; diagnosing skill, will or system before choosing the fix. Managing the top performer, the coaster and the new joiner differently on purpose. Building a bench, and leading through change.
The module almost nobody teaches and every leader in this market eventually needs. The risks that can stop your trade, the contingency built before you need it, and what a leader does in the first seventy-two hours of a disruption.
A written summary of every session and the full set of working tools, your own 90-day plan and a certificate of completion. Then, within six weeks, a one-hour one-to-one with Numayer or Sami on your plan and what has actually happened since.
Facilitator decks are not circulated. What is taught in the room is what is worth coming for.
Part 1 stands entirely on its own. Part 2 — net revenue management, activity planning and evaluation, P&L for the commercial leader, forecasting and S&OP in depth, the annual business plan, driving assortment and visibility at the point of sale — will be announced separately.
Write to us with the names, designations and organisations of your nominees, and we will send the fees and confirm within one working day. Seats are confirmed in the order nominations are received; we hold the room at twenty-five.
Would you rather run it for one team, built around your own brands, channels and numbers? We do that too — usually the better option above twelve participants.