Commercial Maintenance Sales Manager (Commercial Landscaping) Location: Field-based in Northwest Arkansas — in person, not remote Schedule: Full-time, W-2. Most of your week is spent on commercial properties across Northwest Arkansas, not behind a desk. Compensation: $60,000–$72,000 base depending on experience, plus uncapped recent-contract commission and renewal commission — target earnings $125,000–$175,000+, full breakdown below. Commercial Landscaping | Field Sales | Northwest Arkansas | Full-Time W-2 About Grey Barn and This Role Yes, we mow grass. We edge sidewalks, blow parking lots, prune shrubs, and haul leaves. But the real business we are in is trust. A property manager who signs with us is putting their own reputation on the line with their owner, their tenants, and every person who pulls into that parking lot on a Monday morning. They are betting that the crew shows up, that the property looks right, and that nobody calls them to complain. When that bet goes bad, it goes bad quietly and expensively. A retail center starts looking tired and the leasing agent quietly stops showing it. An HOA board collects three complaints in a month and puts the contract out to bid. A deal gets sold at a price operations cannot actually execute, the crew starts cutting corners to make the hours work, and a five-year relationship dies over two hundred dollars a month. Grey Barn is building the leading commercial landscape maintenance company in Northwest Arkansas and the surrounding region — on route density, professional sales, real accountability, and long-term customer relationships. None of that happens by itself. It happens because somebody is out in the market every single week finding the right properties, scoping them honestly, pricing them profitably, and staying in the relationship long after the ink dries. That somebody is this seat. This is not a book you inherit and coast on. It is a book you build. If you need a lead list handed to you every Monday morning, this is not the role.



If you can drive past a retail center and immediately want to know who owns it, who manages it, who cuts it now, and when that contract comes up for renewal — you may be exactly who we need. The Big Picture No commercial property in Northwest Arkansas should change landscape vendors without Grey Barn getting a shot at it. We do not need someone who says: "I reached out to a few property managers this week, waiting to hear back." We need someone who says: "I worked the Rogers corridor Tuesday and got face time with four property managers. Two site walks booked Thursday. One of them manages a nine-property portfolio, their current vendor missed two cleanups this spring, and their agreement renews in March. Proposal goes out Friday at 41% projected gross profit, and I already checked with operations on whether we can route it." That is the difference. Role Mission You are not selling mowing. You are building a book of recurring revenue that pays Grey Barn every month for years, and you are protecting the margin inside it. Every contract you sign is a promise that operations has to keep. Your job is to make that promise winnable — the right property, the right scope, the right price, the right expectations — and then stay close enough to the customer that renewal is a formality instead of a fight. What You Will Own 1. The Northwest Arkansas Commercial Territory You own the market, not a lead list. Prospect property managers, facility managers, HOAs, multifamily operators, retail centers, office properties, industrial sites, schools, churches, and commercial property owners Know who the decision maker actually is, and who is only the gatekeeper Track which properties are under contract,



with whom, and when those contracts turn over Build referral relationships and strategic market partnerships A territory is not a place you drive through. It is a map you build in your head and then write down. 2. A Pipeline You Build Yourself Nobody is going to fill your calendar for you. Generate your own qualified commercial opportunities every single week Run discovery meetings that uncover the real problem, not just the current price Keep enough top-of-funnel activity going that one lost deal does not wreck your month Never let the pipeline dry up because you were busy servicing what you already sold Prospecting is not the thing you do when you have time. It is the thing that makes the time worth anything. 3. Site Walks, Scope, and Estimates The walk is where the deal is won or lost. Walk properties personally and measure what the work actually is Identify scope the current vendor is skipping and the property manager has stopped asking about Prepare accurate estimates and clear, professional proposals Set expectations in writing so nobody is surprised in month two A scope you did not walk is a guess. Guesses get sold, then they get lost by operations. 4. Selling Profitable Work Revenue is easy. Profitable revenue is the job. Protect gross margin through proper scope and pricing Target 40%+ projected gross profit on sold work Walk away from, or reprice, work that cannot be executed at margin Present price with confidence instead of discounting to end the discomfort Anybody can be the cheapest. That is not a skill, it is a surrender. 5. Clean Handoffs to Operations You sell it. They live with it. Coordinate professional handoffs with the operations team Communicate scope, access, expectations, and any promises you made Stay engaged through onboarding and the first service visits Do not hand over a mess and call it their problem The fastest way to lose a good contract is to sell it well and hand it off badly. 6. Renewals, Retention, and

📌 Commercial Maintenance Sales Manager (Commercial Landscaping) (Springdale)
🏢 Scalesource
📍 Springdale