Jay, OklahomaFor hotel, resort, DMC and incentive travel sellers. W-2, remote, two seats.
$100,000 base. Up to 4% of every contract, no cap on what you earn. A modeled $300,000 at the top end.
About twelve minutes. Ends with a short video.
That $300,000 is a modeled estimate, not a promise. Nobody has held this seat yet. It assumes about $5.75M of contract value booked in a year on the ladder below, and every assumption is published further down this page.
You are probably one of these three
01You are a Group Sales Manager or a Director of Sales and you are good at it. You booked several million in group business last year. Your variable comp was a bonus pool tied to whether the whole property hit budget, and it worked out to a small percentage of your base. Some years it does not arrive at all. You are not underperforming. You are structurally capped.
Your title says sales, and most of your week is finding the conversation rather than having it. Lists, sequences, conference badges, and the follow-up nobody answers. The closing you are actually good at, and the only part that pays you, is maybe a fifth of the job. The other four fifths are what burns good sellers out of this industry.
You have been on the planning side, at an agency or in-house, and you have sat in the buyer's chair for years. You know precisely what makes a committee say yes because you used to be the person taking it to them. You want to be on the side of the table where closing the deal pays you.
Why good group sellers leave
02Across the US hotel sales market, the average bonus runs about 13% to 16% of base pay. And only about one in twenty sales managers reports getting one at all. You can close $4 million in group business. You still take home a salary with a rounding error on top.
Marriott cut third-party commissions from 10% to 7%. The rest of the majors followed. Nobody asked the people whose income it changed. That is the plain fact of working inside a brand. Your earning power is a line item in somebody else's model.
ADR targets. RevPAR reports. OTA commissions. Brand standards. And a pipeline you are expected to build yourself on top of all of it. Four masters, and not one of them is on the call with you. Closing is the smallest slice of your week. That is not a personal failing. It is the design.
An incentive program RFP runs ten to sixteen weeks. Issue, response, shortlist, then the haggle. Months of form-filling to earn the right to a talk you could have had in week one.
None of that is a market problem. It is a structure problem. Change the structure and the same seller earns something else entirely.
How this seat works
0301
We do not sell room blocks. There is nothing else on the market shaped like this, so no buyer can put you in a bake-off against three other properties. A buyout is exclusive use of the whole property for two, three or four nights. Teams of about 40 to 57, each with a cabin and a private bath, up to about 100 with partners. Every meal, every guided excursion, the 100-seat pavilion, the 25-seat boardroom, and about eighty staff running it. One contract, one number, published before anyone gets on a call.
02
We generate the demand. Our ads run, the site publishes the price, a survey qualifies the company, and the call arrives booked on your calendar. No lists and no sequences. You never reveal a number for the first time on a call. Our proposal builder turns the conversation into a personalized proposal with a real itinerary, inside the published price. You own the room: discovery, the walkthrough, the committee and the close.
03
The person on the phone is usually a Director of HR, a VP of Operations or a Chief of Staff. They are not the final approver. They have to defend a six figure number to a CFO, and their real fear is not the price, it is looking foolish if the offsite flops. Your job is to make that person impossible to argue with. We hand you six stakeholder decks, a buyer's guide and the proposal builder. You hand them the confidence.
| A brand property | This seat | |
|---|---|---|
| Who builds your pipeline | You, on top of the job | Our marketing |
| Who sets the price | Revenue management | Published, before the call |
| What you sell | Room blocks and F&B minimums | The entire property, one number |
| Your variable comp | Bonus pool, if budget is hit | Up to 4% of contract value, no earnings cap |
| How the deal arrives | RFP portal, ten to sixteen weeks | Booked on your calendar |
| Who negotiates | You, then four approvals | You |
| What you own | A piece of the deal | The whole deal |
The numbers, and where they come from
04Why it is a ladder: commission is paid on the whole contract. So the drinks package, the video work and the swag all count. Selling them raises the contract and moves you up the ladder at the same time. At an average contract near $340,000 you reach the 4% rate on your fifth deal of the year. Everything after that pays at 4%.
We built this program to close $7M to $8M of business a year across the two seats. That puts the plan for each of you at roughly $4M to $5M booked in a year. On the ladder above, that is a modeled total of about $230,000 to $270,000.
The $300,000 at the top of this page is the same math run on a seller who beats that plan. That is about $5.75M booked, or roughly seventeen buyouts in a year-round season. The ceiling is near twenty-four. So it is reachable, and it is not the plan. Both figures are modeled estimates, not promises.
The at-target band is the 2028 figure, when the property sells year-round. Year one is lower, and the two tables below show why.
In 2027 we sell weekdays, April through November. That is about thirty sellable weeks, shared between two salespeople. So your first season has a ceiling of roughly a dozen deals, no matter how good you are. The target scales down with the calendar.
From 2028 we sell year-round. Fifty-two weeks instead of thirty. That roughly doubles what one person can sell. The gap between the two tables below is that doubling, nothing else.
Modeled earnings, 2027, partial season
| Booked in the year | Buyouts | Total |
|---|---|---|
| about $2.0M | 6 | about $150,000 |
| about $2.5M, on target | 7 | about $170,000 |
| about $3.0M | 9 | about $190,000 |
Modeled earnings, 2028 onward, year-round
| Booked in the year | Buyouts | Total |
|---|---|---|
| about $3.5M | 10 | about $210,000 |
| about $4.0M, on target | 12 | about $230,000 |
| about $5.0M, on target | 15 | about $270,000 |
| about $5.75M, the top end | 17 | about $300,000 |
These are modeled estimates, not promises. Nobody has held this seat yet, so nobody has produced these numbers. The assumptions are published below so you can check every figure yourself.
Behind every figure above: a team goal of $7M to $8M closed across two seats, so about $4M to $5M booked per person in a full year. An average contract of about $340,000 including add-ons. Commission of 2% on the first $1.5M of booked contract value in a year and 4% on everything above $1.5M. A $100,000 base. About 30 sellable weeks in 2027, 52 from 2028, which is why the 2027 target is lower. Run the arithmetic. It holds.
One company takes the property at a time, so your volume is limited by the calendar rather than by your effort. Your earnings have no cap. Your weeks do. In 2027 that is about thirty sellable weeks between two salespeople, and from 2028 it is fifty-two.
We are telling you on the recruiting page because you would find it in week two anyway. And because anyone who promises you unlimited upside should be asked how many units they have.
A deal here runs about four to six weeks from first talk to signature. Some 2027 dates get sold a year ahead of the stay. Your first weeks are onboarding, product certification and building a pipeline from a standing start. So a revenue total at day 45 would measure the calendar, not you.
Here is what we do measure at 45 days. Pipeline built. Committee contacts mapped. Priced proposals sent. Date holds placed. The quality of your recorded calls. And product certification passed. Closed revenue becomes the measure after that, once a full set of cycles has had room to run.
What happens after you apply
05About twelve minutes, in two parts. The first is about you and how you work. The second is about what you have sold. It ends with a ninety-second video.
Strong applications see a calendar on the next screen and book right away. Everyone else gets a real answer inside three business days. That includes the ones that are a no.
who runs our talent function. Twenty to thirty minutes on the seat, the comp model and your numbers. Bring them, because she will ask.
You walk one of your own closed deals end to end, the committee and all, and then you run a mock call against our actual buyer. Partway through we will give you a piece of coaching and ask you to run it again. How you take that is part of what we are measuring, and we are telling you so in advance.
our founder. Expectations both directions.
with 48 hours to decide.
on the property, the product and the buyer. It ends in a certification before you take a live call.
The things you are already wondering
06It is a base salary. W-2, paid on a normal payroll cycle, not recoverable and not netted against future commission. If you close nothing in a quarter you still get paid your base. That is the deal.
Our contracts take a non-refundable deposit at booking and are non-refundable in full inside ninety days of arrival. Commission is paid against collected contract payments, so you earn as the client pays. If a client cancels before a payment milestone, the commission tied to money never collected is not earned. Nothing already paid to you gets clawed back after the fact. You will see this in writing before you sign anything.
No. Territories and inbound routing are split, and the season inventory is allocated, not raced for. We are not running a bake-off where one of you gets cut.
You sell from wherever you live, on the phone and on video. Buyers occasionally come to the property for a site visit and our team hosts those. You would come to Oklahoma for onboarding and periodically after that, and you are not on the road pitching.
Because we are not going to pretend otherwise. This is the first corporate sales team at this property. There is no incumbent whose numbers you can ask about, and the modeled earnings above are modeled, not observed. What is real: the property exists, the buyouts are priced, the proposal tooling is built, and the base salary is not contingent on any of it working. You are taking a risk on the upside, not on the rent.
What is actually true today
07
What we do not have yet is a corporate sales team. That is the seat.
Read this before you apply
08Do not apply if:
You need to be in the room to close.
Everything here happens on the phone and on video. If proximity is how you win, this seat will frustrate you and you will not hit your number.
You lose momentum the moment a deal leaves your hands.
Four to six weeks with a buying committee is normal here, and for a good part of that your champion is defending the number in a room you are not in. If you need a same-call close, this will frustrate you.
You need a base above about $125,000.
The base is $100,000. If your floor is materially higher, you are levelled above this seat and you would leave inside a year, which serves neither of us.
You would keep another book of business.
This is a full-time W-2 seat and there are only about thirty sellable weeks in a season. It needs your whole attention.
Apply if:
You have personally closed contracts of $100,000 or more.
Yours, not your team's.
You have sold to a committee.
More than one person had to agree, and you know how that actually goes.
You can state your own numbers cold.
Quota, attainment, deal count, average deal size, without looking them up.
You want to own the whole deal.
Discovery, the proposal, the committee, the negotiation, the signature.
The stack
09About twelve minutes. Ends with a short video.
Questions
10Probably, if you have sold group business or complex B2B. The product is new to you. The motion is not. Our strongest applicants come from hotel and resort group sales. Some come from destination management and incentive travel. Some from corporate event agencies, cruise and charter sales, or B2B software. What does not carry over is a one-call consumer close.
Booked calls with new champions. Follow-ups on live deals. Proposal building. And working into finance and executive approvers on deals already in flight. No prospecting blocks, because the calls are booked for you. A cycle runs about four to six weeks. So your week is a mix of two things: opening new talks, and pushing committee deals through the one approval holding them up.
Inbound, from our own marketing. We run the ads, the corporate site publishes the price, and an eight question survey plus enrichment and lead scoring happen before anything reaches you. Qualified calls get booked straight onto your calendar. You are not buying a list, not running sequences and not cold calling. What you will not get is a full calendar on day one, because this is a new program and the pipeline is being built alongside you.
It depends on the year, and it is worth knowing before you apply. In 2027 we sell weekdays, April through November. That is about thirty sellable weeks between two salespeople. So six to nine deals is the target band, and fifteen is the ceiling. From 2028 we sell year-round, fifty-two weeks. The target band moves to roughly twelve to fifteen, with a ceiling near twenty-four. That is the $4M to $5M per person the team plan is built on. The modeled tables above use exactly those numbers.
Christina runs talent. Lorenzo is the founder and is directly involved in the corporate program. Pre-arrival and concierge teams take over after you close, so you are not managing the event you sold.
Total contract value. That is the buyout itself plus add-ons like drinks packages, video work and swag. Selling add-ons raises the contract, raises your commission, and moves you up the ladder faster. All of that is on purpose. The ladder resets each calendar year.
Because the other option is worse for the buyer. A corporate offsite normally means a hotel contract. Then a separate activities vendor. Then a separate caterer. Then a DMC to run it all. And a planner who eats the risk when one of them fails. We are one contract, one operator, one number. And every guest gets their own room and bath. That is the whole case, and it is why the number holds.
Because the person we want has been recruited before with a padded number. They now discount everything they read. The fastest way to be believed by that person is to offer up the parts that are not flattering. If the honest version of this seat is not good enough, that is worth both of us knowing today.
The application is in two parts and ends with a short video. If it is a strong fit you will see a calendar on the confirmation screen and can book time with Christina before you close the tab. If it is not, you will hear that quickly and plainly.
About twelve minutes. Ends with a short video.