RTB House Leadership & Management

Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today?

When I joined RTB House five and a half years ago, the U.S. team was in its early stages — just four of us on the sales side and around 15 people across the entire U.S. operation. While the product had already proven itself globally, it was still relatively new to the U.S. market. The data on our success with thousands of brands internationally spoke for itself, giving me confidence that we could drive similar results for brands here.

In those early days, our team focused on refining our conversations to highlight what mattered most to U.S. brands. Fast forward several years, and that foundation of success allowed us to grow to over 15 salespeople and nearly 100 team members across the United States. This expansion gave me the opportunity to work closely with newer team members, helping them ramp up faster, establish best practices and accelerate their success.

RTB House has been great at giving me the freedom and opportunity to build on this player/coach role. The transition into sales management felt natural, thanks to the incredible caliber of people I’ve worked with, many of whom have excelled and continue to outperform. I feel fortunate to be part of a company that fosters this kind of growth.

What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management?

My team would likely tell you that the “skill” I value most is optimism, and I truly believe it’s something you can develop. Having seen firsthand how we’ve helped so many of our partners — and the strong relationships that success has built — I’m confident that every conversation with a qualified prospect has the potential to turn into a fruitful partnership. When my team shares this mindset, they become more motivated and eager to engage with new prospects. Their conversations also become more strategic, focusing on driving real success for our clients.

When it comes to sales management, I’m equally optimistic about the team I work with. They’re truly best-in-class — hardworking, driven and excited about our growth plans. That makes my job much easier, as more of our discussions center around creative ideas, process improvements and collaboration. And when that’s the focus, the conversations tend to be a lot more positive.

What is your top advice for sales professionals interested in breaking into sales management?

To start, make sure you’re putting in the hard, often monotonous work that is essential for your success while also ensuring that the organization has full visibility into your process. Beyond that, always be on the lookout for big, creative ideas — stay optimistic that a mix of both quantity and quality will help you break through. Once you’ve proven yourself, the rest of the organization will naturally begin to seek out your expertise. If you’re willing — and, more importantly, eager — to share your success with the team, you’ll start to grow into a team lead role and, ultimately, into a sales manager.

While sales can sometimes feel like an isolated, competitive role, the reality is that the more collaborative the sales team becomes, the more ideas are shared internally. This leads to more wins for the overall team, creating a domino effect that lifts everyone up and helps drive better results.