Compare opportunities using the same role, market, project example, lead source, deductions, and payment milestones. Review support and transition responsibilities alongside the numbers, and wait for the actual written terms before treating a recruiting conversation as an offer.
Write down what you want to improve
Identify the problem you are trying to solve: unclear project updates, inconsistent appointments, limited coaching, territory fit, or compensation terms. Rank the few issues that would materially change your decision. This makes recruiting conversations more focused.
Separate a recurring process problem from an isolated difficult project. Explain what happened without sharing confidential records or making unsupported accusations. A clear description of the support you need helps another team assess whether it can provide it.
Normalize the compensation comparison
Use the same hypothetical system size, selling price, adders, and lead source for both arrangements. Ask how each formula handles deductions and splits. Then map eligibility, expected payment timing, and possible adjustments.
Do not equate gross commission with take-home income or assume a stronger rate means more available work. Discuss the source and allocation of opportunities separately. Any final decision should rely on the written arrangement you are actually offered.
Inspect the operating support
Ask who answers proposal questions, reviews submitted packets, and updates customers after the sale. Find out which project information you can see and how unresolved issues reach the responsible person. A demonstration using an anonymized example can be more useful than a broad promise of support.
For managers and dealers, also ask who handles onboarding, rep access, training, and payout questions. Confirm supported markets for the proposed relationship rather than assuming that every location in a directory has the same capacity.
Plan a responsible transition
Keep your own obligations and current responsibilities in view. Do not transfer customer records or confidential business materials without appropriate authorization. If you have questions about an existing agreement, get suitable professional advice rather than relying on a recruiting page.
Use your application to summarize your experience, intended market, and the improvements you are seeking. Clearly distinguish signed sales, installations, and team totals if you provide numbers. A first conversation helps assess fit and does not itself establish a new role or dealer agreement.
Common questions
Should I compare only the redline?
No. Include the project calculation, lead source, deductions, payment conditions, expenses, and support.
Can I share another company’s customer list during recruiting?
Do not provide confidential customer information in an initial application. Describe your experience in aggregate.
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