During our reorganization we identified a role, the Project & Sales Manager. A hybrid role with three major parts, manage and develop our new and current clients, coach and support the different project-based teams and work strategical with creating new packages and offers.The role also consists of analyse, rework, and develop current activities to benefit both Protosell and the clients. Since we work very close without clients, understanding their needs and goals are essentials to give them the best and most suitable service. Reporting both to the clients and internally is a big part of the role. My previous role as a Team Manager gave me great benefits going into this newly created role since the ability to coach and support the team might be the most important part to achieve the desired goal and deliveries.

The role started out as an interim mission to coach, support, and develop a group of 10 SDRs, it also included in starting up our first ever GIG-department, set the founding structure not only for them to feel like a part of the company when working offshore but also to give them the needed support. Since it was the first time, we did this and during the pandemic a lot of obstacles occurred during the time that we didn't have prepared for. It was a great giving task and something that still lives on up until today. The GIG-team consisted of 10 SDRs at the most. As time went by, I got the Team responsibility for yet another team making my team of SDRs a total of 25 persons.The role was a very rewarding one and very diversed consisting of everything from coaching the team on daily basis, identifying development points, onboarding, offboarding, evaluation of the team and down in individual level.