Inside the Mind of a Sales Leader
Winnie Mah on Coaching, Retention & Revenue Growth
In the world of sales, it's easy to assume success comes from scripts, systems, and incentives. But what happens when you’re managing a cross-border team, tailoring pitches for markets as different as China and Southeast Asia, and trying to hold team morale together in a high-turnover environment?
We spoke with Winnie Mah, a former sales manager at an MNC, who led a multicultural sales team supporting one of the world’s largest search engines. She shared how structured training, customized sales narratives, and personalized coaching helped her team thrive in a performance-driven setting—without burning out.
Q:Thank you for joining us today. We're very happy to have you. To start, could you tell us a little about your background in sales and your experience managing a sales team at MNC?
Winnie:Previously, I worked for a world renowned search engine, where I managed a sales team composed of representatives from both China and Malaysia. Our main focus was inside sales for a digital marketing program, working with one of the biggest search engines in the world. We helped customers optimize their ad accounts using various approaches, including cold calling to find potential leads and conducting monthly consultations to understand clients’ needs and analyze their situations. Through these conversations, we identified sales opportunities and worked to convert them, ultimately generating greater revenue.
Q:That sounds very comprehensive. Was the sales approach developed by your team, or did it come from the multinational company (MNC)?
Winnie:Our company has its own training department, but all the content and learning materials come from the MNC. We collaborated closely with them to develop content and workflows tailored to our target markets. For example, we serve both the Greater China market and Southeast Asia (SEA), which are very different. The MNC provides foundational product knowledge and best practices, but we customize the narratives and pitching styles to fit each market.
Q:So you adapt your sales approach based on the market you serve?
Winnie:Exactly. Each market is unique—China is mostly B2B while SEA is primarily B2C. We develop specific narratives for each based on our experience, making our pitches more effective for each type of client.
Q:What was the biggest lesson you learned from tailoring your sales approach?
Winnie:The biggest lesson is that there’s no one-size-fits-all approach in sales. You must tailor your pitch to each client’s background. Using a standard pitch can cause you to miss opportunities or even damage relationships. It’s crucial to research your clients, understand their industry, and identify their pain points before offering solutions. By focusing on their needs rather than just pushing products, you build trust and can provide more relevant solutions.
Q:How do you handle upselling after a client has adopted an initial solution?
Winnie:We manage client accounts for at least a quarter and analyze results weekly to see if our approach is working. If we see improvements in key metrics like sales or ROI, that’s when we introduce upselling—showing how further investment can drive even better results. Regular analysis helps us time upsell conversations for when clients are most receptive.
Q:Let’s talk about team management. What was your biggest challenge in managing your sales team?
Winnie:The biggest challenge was recognizing that each team member is different and requires a tailored coaching approach. High performers need more freedom, but within company guidelines. For those eager to grow their careers, I’d work with them on a development plan. For lower performers, I’d create more structured support and regular check-ins without overwhelming them. Balancing everyone’s needs while maintaining team morale and direction was challenging but rewarding.
Q:How do you help medium performers move up to top performance?
Winnie:I pair top performers with lower performers as mentors and involve medium performers in development plans. This builds confidence in medium performers as they help train others. Teaching often helps them recognize their own potential and grow into top performers themselves.
Q:Some top performers may not want to spend time mentoring others. How do you handle that?
Winnie:I recognize different motivations. Some top performers focus solely on results and incentives, so I don’t push them to mentor if it’s not their strength or interest. Others are more interested in leadership and career growth; for them, I provide clear development paths with opportunities for advancement if they help nurture others.
Q:When onboarding new team members, do you use a structured training program or more on-the-job learning?
Winnie:We use a structured training program first. New hires need to learn basic product knowledge and best practices before interacting with clients—otherwise, we risk damaging valuable client relationships. After training, they shadow top or medium performers until they’re ready to handle live calls themselves.
Q:What is your top advice for business owners or managers building a sales team today?
Winnie:First, know your people well—understand what motivates them. If they’re money-driven, reward them accordingly. If they seek career growth, offer clear development plans. Second, hire the right mix of people for your company’s needs and culture—balance short-term achievers with those looking to grow long-term. Retaining the right people is crucial for consistent sales performance.
Q:Retention is a big challenge in sales teams. How did you address high turnover?
Winnie:It’s important to build loyalty within your team and have the right mix of personalities—some motivated by money, others by growth opportunities. If everyone is only looking for quick wins, turnover will be high and disrupt business development. Finding and keeping the right people ensures stability.
Rei: Thank you for sharing your insights.
Key takeaways from Winnie’s experience leading a regional sales team:
Sales isn’t one-size-fits-all – Tailoring your pitch to market nuances and individual client needs can make or break the deal.
Retention starts with the right mix – Balancing short-term performers with long-term team players creates more stability and less turnover.
Training matters – Structured onboarding followed by on-the-job mentoring protects client relationships and builds confidence.
Motivation is personal – Whether it's money, growth, or autonomy, knowing what drives each team member is key to building performance and loyalty.
Winnie’s story is a reminder that good sales management isn't just about numbers—it’s about knowing your people, your clients, and your context well enough to keep all three moving forward.
If you’ve led or worked in a multicultural sales team, we’d love to hear your story too.
About Winnie Mah
With a passion for helping businesses grow through strategic communication and consultative selling, I’ve spent the last few years honing my skills in inside sales across diverse markets in the APAC region. My journey began in digital marketing sales and gradually evolved into team leadership, stakeholder engagement, and training enablement in a fast-paced MNC environment. Along the way, I’ve driven cross-functional collaboration, contributed to process improvements, and developed a deep appreciation for data-driven decision-making. I’m glad to have the opportunity to share the lessons I’ve learned and the experiences that have shaped my approach to inside sales and beyond.