List the work before choosing the title
Write down who coaches sellers, inspects deals, maintains a credible forecast, addresses performance and decides priorities. Then list executive work: selecting markets, designing the revenue organization, setting budgets and building leadership capacity. If the immediate gap is the first list, a senior title will not solve it unless the person actually does that work.
Match the role to the company’s stage
An experienced sales manager may fit a team with an established offer and a founder who still owns strategy. A VP may fit a business that needs someone to build and lead a broader sales organization. Fractional management can fit when recurring management is needed but the scope does not justify a full-time appointment. Availability, seller complexity and management expectations matter as much as headcount.
Make the buying decision concrete
Ask a candidate or provider to describe an ordinary week: meetings, coaching, deal reviews, leadership updates and response to urgent issues. Agree on what remains with the founder. Look for a clear owner of follow-through, not simply a calendar full of advice. Reassess the arrangement as the team and responsibilities grow.