Not all sales roles in building products are created equal. The job title might be the same. The product category might be similar. The salary range might overlap. But the day-to-day experience of working in one company versus another can be completely different.
After 100+ conversations with sales candidates in building products over the past year, the things people want are remarkably consistent. And the things that push people to leave are just as predictable.
This post is about knowing what to look for, what to watch out for, and how to evaluate whether a role is genuinely good or just well-advertised.
What candidates actually want in 2026
This isn't theory. This is what comes up in real conversations, consistently.
A package that adds up. A market-rate base salary with a believable OTE. Clear commission rules that you can understand and calculate. A car allowance or fully maintained company vehicle plus fuel and tolls. The package needs to make financial sense as a whole, not just look good on one line.
Flexibility and autonomy. This is the number one theme. Hybrid working that actually works in practice, not just on the job ad. The ability to own your schedule and your territory. Trust from your manager, not micromanagement. The best salespeople want to be judged on results, not on whether they're visible in the office at 8:30 every morning.
A manager who coaches, not chases. Straight, visible leadership. Low politics. Real support when you need it. A stable plan that doesn't change every quarter. Candidates consistently say that their relationship with their direct manager is the single biggest factor in whether they stay or leave. A good manager makes an average role tolerable. A bad manager makes a great role unbearable.
Growth that actually happens. Clear steps to senior, lead, or manager level. A training and development budget. Opportunities to stretch on real work, not just promises of progression that never materialise. Candidates who've been in a role for three years with no movement want to know the next step exists before they commit to another company.
A product and brand you can back. Credible products that are compliant, available, and do what they claim. No overpromise and underdeliver. Sustainability claims that are real, not marketing. If you're asking someone to stand in front of architects and builders and put their name behind a product, that product needs to hold up.
Support and systems that speed you up. Technical support and estimating teams that respond. Marketing that generates leads and provides useful materials. Fast quoting processes. A CRM that people actually use. When the back end of a business works well, the sales team performs better. When it doesn't, even the best reps get frustrated.
Realistic targets, territory, and execution. Ramp time that reflects reality. Data and account history that make sense. Clean handovers from the previous rep. Realistic travel expectations. Room to negotiate on pricing when it matters. Stock, lead times, and logistics that hold up. These are the operational fundamentals that determine whether a sales role is enjoyable or exhausting.
Green flags
When you're evaluating a role, these are the signals that suggest it's a good place to work.
They're transparent about the commission structure from the start. No vagueness. No "we'll discuss that later." If they can explain clearly how you'll earn, that suggests the structure is fair and well-established.
The hiring process is well-run. Organised, timely, communicative. As covered in earlier posts in this series, how a company runs its hiring process tells you a lot about how they operate day to day.
They encourage you to meet the team. A company that's confident in its culture will let you speak to your future colleagues before you accept. If they're reluctant, ask yourself why.
Low turnover in the sales team. If the last three people in the role stayed for four or five years each, that's a strong signal. If the last three lasted less than two years, that's a pattern worth questioning.
Your network has positive things to say. In building products, most companies have a reputation. Ask around. The candidates who make the best-informed decisions are the ones who check with people they trust before accepting.
Red flags
Vagueness and poor clarity. If you can't get a straight answer about the territory, the targets, the commission structure, or the reporting line, something isn't right. Good companies know what they're offering. If the details feel unclear or keep shifting, proceed with caution.
Not being transparent about challenges. Every company has problems. If the interviewer presents the role as perfect with no challenges, they're either naive or hiding something. The honest answer is "here's what's working, here's what needs attention." That transparency builds trust.
High turnover that isn't explained. If the role has been filled three times in four years and nobody will explain why, the problem is probably the role or the company, not three consecutive bad hires.
A rushed process with pressure to decide. Urgency in hiring is normal. Pressure to accept before you've had time to think is a warning sign. A good company wants you to make an informed decision because that leads to a better outcome for everyone.
The package sounds too good to be true. An OTE that's significantly above market usually means the targets are unrealistic or the commission structure has catches. Ask what current reps are actually earning, not what the theoretical maximum is.
How to evaluate beyond the interview
The interview tells you what the company wants you to know. To find out what it's actually like, you need to go further.
Speak to people who work there. If you share any of the same customers, you can get an understanding of what's going on internally from a business standpoint. How the company is perceived by the market is often a reliable indicator of how it operates internally.
Ask for a meet and greet with the team. I've mentioned this throughout the series because it's one of the most valuable things a candidate can do before accepting. A casual conversation with two or three future colleagues gives you more insight than any interview question.
Use your network. Building products in Australia is a small industry. Ask around. See if anyone you know has worked there or dealt with them as a customer or supplier. Most people will give you an honest view.
Take market reputation with a pinch of salt. A disgruntled former employee is never going to say the best things on the way out the door. No business is perfect. If one person had a bad experience, that doesn't mean you will. But if everyone has the same story, pay attention.
Sometimes there's only the hard way to find out. You can do all the research, ask all the questions, and still discover that the reality doesn't match the promise. That's a risk of any job move. But doing the homework reduces the risk significantly.
The difference between good and great
A good role pays fairly, has a clear structure, and lets you do your job without unnecessary friction.
A great role does all of that and adds genuine career development, a manager who invests in you, a product you're proud to sell, and a culture where you're trusted and supported.
Good roles are reasonably common. Great roles are not. When you find one, recognise it. And when you're in one, think carefully before leaving it for something that might only be good.
Quick checklist
- Evaluate the full package. Base, commission, car, fuel, tools, flexibility. Don't be swayed by one strong component.
- Prioritise the manager relationship. Ask about their management style, meet them properly, trust your read on the dynamic.
- Look for green flags. Transparent commission, well-run process, low turnover, team meet and greet offered.
- Watch for red flags. Vagueness, high turnover, pressure to decide, unrealistic OTE claims.
- Do your own research. Network, shared customers, former employees. Don't rely solely on what the company tells you.
- Understand the difference between good and great. A fair salary in a toxic culture isn't a good role.
- If something feels off, trust that instinct and investigate further.