Calgary, Alberta · Remote Sales leadership & new business Open to the right role
The lead
I sell, and I lead the people who sell. $5.2M says both work.
Eight years of complex B2B selling and commercial leadership across Canada, the United States and Morocco. At Leyton I've carried my own number — $2.7M of it — while building and coaching the distributed teams carrying theirs.
Where I've sold and led
What I'm known for
At Leyton I generated $1.5M in new business myself in my current role while my teams delivered a further $1.3M — and $1.2M personally the year before alongside $1.4M led. Player-coach isn't a title I was given; it's how I chose to run the function.
Inside sales, business development managers, team leaders and quality auditors, spread across North America and Morocco. I recruited and trained most of them, wrote the processes they run on, and helped stand up new departments as the business added service lines.
C-suite executives and business owners across Canada and the US — long sales cycles, real diligence, contracts negotiated rather than emailed. I've done it in technology and SaaS, professional services, business consulting and financial incentives, and the motion transfers: find the decision-maker, earn the meeting, build the business case, close.
“Mohammed successfully leads teams both in Canada and Morocco while continuing to deliver strong individual performance.”
“I have had the pleasure of working with Mohammed for several years and have consistently been impressed by his work ethic, results and leadership. He is a curious professional and an excellent communicator.”
How I lead
I keep a quota of my own. Most leaders step off the floor as soon as they can. I didn't — I still run my own territory alongside the team's, which keeps me in live deals every week rather than reading about them in a forecast. It's the difference between telling a rep what should work and showing them what did, on a call I took this month.
I lead by example, not instruction. I make the same calls I ask my team to make and take the same rejections, so nothing I set as a target is something I haven't done myself. When a rep is struggling with a segment, I'll prospect it and share what actually landed. Authority comes from being in the work with them — it's hard to argue with a manager who is on the board alongside you.
Clear expectations, measurable KPIs. Everyone on my team knows what good looks like, how it's counted and when we review it — activity, pipeline coverage, conversion, forecast accuracy. Accountability isn't pressure; it's the absence of ambiguity. It's also what lets a team spread across time zones run without me on every call.
Room to sell their own way. Inside that structure I don't dictate style. Some reps win on research, some on persistence, some on rapport — my job is to find what each one is actually good at and build the rest around it. Cloning my approach would cap the team at me; the point is to develop sellers who outgrow the playbook.
The record
Senior International Sales Manager
Sales Manager
Senior Account Executive
Earlier
Micro MBA in Leadership
McGill Executive Institute · 2024
PG Diploma, Marketing Management
Langara College · 2020
BBA, Business Management
Alagappa University · 2017
Certified Risk Management Professional
CRMP · 2024
Lean Six Sigma Green Belt
2024
English — C2 proficient
Most Valuable Employee
Leyton Canada
Employee with Most Potential
Leyton Canada
Calgary Drop-In volunteer; sponsor, Healing Hugs.
Senior sales manager, sales director, or a player-coach mandate where the number and the team both sit with me.
Layeequddin Mohammed is a sales and business development leader with eight years of progressive experience across Canada, the United States and international markets. A player-coach, he has generated $2.7M+ in personal revenue at Leyton while leading teams responsible for a further $2.5M. His background spans professional services, technology and SaaS, business consulting, government incentives, R&D tax credits and non-dilutive funding. He is based in Calgary, Alberta.