Area sales manager with 7 years in FMCG, managing 6 distributors and 14 sales officers across western Uttar Pradesh. Drives primary and secondary sales, distributor ROI and outlet expansion in rural and semi-urban markets.
Attainment history from CRM exports and commission statements. I bring the originals to interviews — every sales candidate says 120%; I'd rather show you the one year I didn't.
| Year | Quota | Closed | Attainment | Context |
|---|---|---|---|---|
| FY26 | ₹6.0 Cr | ₹7.0 Cr | 117% | President's Club · #2 of 28 AEs |
| FY25 | ₹5.5 Cr | ₹6.7 Cr | 122% | Biggest deal of my career (₹1.4 Cr TCV) |
| FY24 | ₹5.0 Cr | ₹4.8 Cr | 96% | The miss. Two Q4 deals slipped — my forecasting error, fixed since |
| FY23 | ₹4.0 Cr | ₹4.2 Cr | 104% | First year on enterprise segment |
| FY19–22 | — | ₹18.3 Cr | 106% | Industrial equipment, West + North territory |
About FY24: I called the miss in month 8, not month 12 — told my VP early, re-forecast honestly, and both slipped deals closed in Q1 next year. Forecast accuracy since: within 5%, six quarters running.
The number that matters most isn't at the bottom — it's the 41% proposal-to-close rate. I qualify hard and walk away early, so the deals that reach commercials actually close. Discovery is where I earn my salary; the demo is just proof.
Enterprise SaaS · 11-month cycle
Fourteen stakeholders, a champion who changed jobs mid-cycle, and a CFO who'd frozen all new spend. I rebuilt the business case around cost they were already incurring — not value we'd add — and got the CFO to present it internally himself. Signed a 3-year term at full list price.
Industrial equipment · competitive rip-out
A Ludhiana manufacturer, loyal to a competitor for 12 years. I spent nine visits learning their floor before showing a single brochure — then proposed on their downtime data, not our spec sheet. That account has re-ordered every year since 2021.
SaaS · the one I walked away from
A prospect who wanted the product for a use-case it genuinely couldn't serve. Closing it would've made my quarter and churned in six months. I said no, referred them to a better-fit tool, and they sent me two referrals that both closed. Reputation compounds; quota resets every year.
Photograph — the one from the field, not the studio
Area sales manager with eight years in FMCG general trade across Punjab and Himachal Pradesh, currently leading six sales officers and twelve distributors. Delivers monthly secondary sales targets, drives outlet expansion in rural markets and keeps distributor claims and stock ageing under control.
"Quota is the output. The inputs are visits, questions and follow-ups — and inputs are the only thing you control."
Experience
Listed packaged foods company
Lead six sales officers and twelve distributors covering about 9,000 outlets, delivering annual secondary sales of roughly ₹42 crore.
Multinational personal care company
Managed three distributors and 22 salesmen across Jalandhar and Kapurthala, growing territory sales by about 18 percent in two years.
Regional beverages brand
Opened 230 new outlets in peri-urban markets through van sales and cooler placement agreements with high-traffic shops.
Managers & buyers say
VP Sales, current
Manpreet's forecast is the only one I don't adjust before board meetings. He qualifies out more than anyone on the team and still finishes top two. That's not luck — that's discipline.
VP Sales, supply-chain SaaSReference available on requestA customer, unprompted
"Most vendors disappear after the PO. Manpreet called me a month post go-live to ask what wasn't working. That call is why the renewal was easy — and why I took his call at my new company."
Head of Procurement, logistics firmNow a customer at their new company tooOpen to enterprise AE and first-line sales manager roles — Gurgaon, Delhi NCR or hybrid. Commission statements, CRM exports and references ready for any serious conversation.