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.
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.
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.
1. The Northwest Arkansas Commercial Territory
You own the market, not a lead list.
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.
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.
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.
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.
The fastest way to lose a good contract is to sell it well and hand it off badly.
6. Renewals, Retention, and Account Growth
The first year is the down payment. The book is the asset.
The fortune is in the follow-up. Most people say that. Almost nobody actually does it.
7. CRM Discipline
If it is not in the CRM, it did not happen.
100% CRM accuracy is the expectation, not the stretch goal.
Minimum expectations, every month:
Top performer expectations:
You are winning in this role when:
And the payoff: Grey Barn stops chasing revenue and starts choosing customers.
Margin is not a detail. It is the whole point.
Have Fun
This is a people business. You are going to spend your week talking to property managers, facility guys, HOA boards, and business owners — and the ones who like you will take your call. Bring energy into the room. Nobody buys recurring services from someone who sounds tired of their own pitch.
Try New Things Fast
If cold walk-ins are not working in one submarket, change the approach this week, not next quarter. Try the new outreach angle, the different referral partner, the property-tour offer, the direct conversation with the owner instead of the manager. Test it, measure it, keep what works. Moving slow costs more than being wrong.
Best in the World
We are not trying to be the cheapest vendor in Northwest Arkansas. We are trying to be the one they will not replace. Study the market. Study your losses. Get sharper at discovery, at scoping, at pricing, and at the follow-up nobody else bothers with. Good month is not the finish line. Better next month is.
Put in the Work
The unsexy part is the job: the fourth follow-up, the site walk in the rain, the proposal you build on a Friday afternoon, the CRM notes at the end of a long day. Pipeline does not build itself and it does not care how you feel. Show up, do the volume, do it accurately.
Hold Accountability
Own the number. Own the miss. If the pipeline is thin, say it early and say why. If you promised a customer something operations did not know about, put your hand up. If a deal died because you did not follow up, say that out loud instead of blaming the lead. High trust only works when people tell the truth quickly.
Requirements
Please do not apply unless you meet these requirements.
These numbers are not decorative. If you cannot point to where in your work history each one happened, please do not apply.
These are not all required, but they are a big plus.
You do not need to know all of these, but you need to be tech-comfortable and able to learn quickly.
If learning a new tool stresses you out, this is probably not your seat.
This is a hunter seat.
Benefits
Base Salary
$60,000–$72,000 per year, depending on experience, existing relationships, and proven sales performance.
New Maintenance Contract Commission
Commission is based on projected first-year annual gross profit.
Payment Timing
Renewal Commission
Example: an average maintenance contract
Bigger contracts pay faster:
Income examples at average contract size and 40%+ gross profit:
Larger profitable accounts get you there faster. Low-margin accounts do not get rewarded.
Team Inter-Referral Pool
When the maintenance team creates enhancement or install opportunities, 5% of collected enhancement and install gross profit goes into a shared sales team pool. That pool funds an annual sales team trip that is both fun and useful — a conference, training, a sales retreat, a business or networking event, or a team growth trip.
Simple rule: if your team opens the door for the other team, the whole sales team benefits.
Hit the apply button. You will be asked a few screening questions before you finish.
Answer them with specifics. Numbers, accounts, years, results. Vague answers do not move forward — "I have a lot of experience in commercial sales" tells us nothing and will end the process there.
A short video submission may be requested at the right stage of the process. It is not required to apply.
Everyone gets a response within 24 business hours.
Grey Barn is an equal opportunity employer. We hire based on ability, effort, culture fit, and performance potential.
Grow your team with ScaleSource.
Looking to add a new person to your team that`s full-time? Want to spend 75% less for the exact same skill level of talent you’d get with a W2 employee? This is a NO-BRAINER!
Tired of Upwork? Tired of freelance engagements? Tired of overpaying for underperforming W-2 employees? We provide you with a full time remote team member that’s actually on your team, part of your culture and brand, absolutely no different than the workers physically in your office, but for 75% less cost.
