Positions: Colocation Sales, Leasing & Solutions Engineering

Is the hire selling, leasing or engineering solutions?

Sales executives sell colocation and interconnection to enterprises. Wholesale and hyperscale leasing directors negotiate large leases. Business development directors open new markets. Solutions engineers and architects design what is sold. Each role faces a different buyer and sales cycle, so the title should match the deal size.

Hyperscale leasing is a small world of large deals with long cycles. Enterprise colocation sales involve more customers and shorter cycles. Candidates rarely move between the two easily.

Solutions engineers translate technical requirements into offers. They need credibility with both customers and operations.

Where do account, pricing and product roles fit?

Account managers and customer success managers keep and grow existing customers. Pricing and deal desk managers structure offers. Product managers define colocation and interconnection products. Marketing managers create demand. Onboarding managers bring new customers into the building. Brokerage advisors represent tenants. These roles shape revenue after the first sale.

Client implementation managers coordinate with operations so a new customer moves in smoothly. They prevent the friction that causes early churn.

Channel and partner managers work through resellers and partners. They need different skills from direct sales.

How do you set targets and territory in the brief?

Describe the market, the customer type and how success is measured. A wholesale leasing director chasing a few large deals a year needs different targets from an enterprise sales executive closing many smaller contracts. Territory, quota basis and deal size tell experienced sellers whether the role fits their pipeline and their style.

Commercial candidates also ask about the product they are selling. Available capacity, power timelines and interconnection options change how quickly deals can close.

For solutions engineers and architects, explain how they split time between pre-sales design and post-sale support. That balance decides who applies.

Account managers and customer success managers should hear how renewals and expansion are credited. Retention work deserves recognition, and candidates check whether it gets it.

Marketing managers in this sector work with long cycles and few buyers, so ask how they measured influence on pipeline rather than raw lead volume.

Brokerage advisors on the tenant side represent buyers, not the operator, so they belong in this family only when you are hiring for an advisory firm.