# Steve Huber

Steve Huber advises home-services contractors on sales management. Huber's work focuses on defining sales manager responsibilities, tracking sales performance, and improving CRM processes so owners can make better decisions from their sales data.

- Profile: https://b2binfluencer.marketing/creators/steve-huber/
- LinkedIn: https://www.linkedin.com/in/steve-huber-954a6a23
- LinkedIn followers: 6,425
- YouTube: https://www.youtube.com/channel/UCBzlWbjLsxRaFEgV3WkzIsQ
- Topics: leadership, sales
- Based on 9 dated posts, latest 2026-10-09

## Summary

Most useful for home-services contractors needing sales manager role definition and cleaner CRM reporting.

- Best for: A home-services contractor defining a sales manager role or cleaning CRM reporting.
- Not for: Consumer-facing home-improvement brands seeking paid social posts to persuade homeowners.
- Check first: Confirm recent results, audience data, and commercial terms before contacting them.

### Takeaways

- Set sales manager outputs before hiring: weekly scorecards, forecasts, meetings, CRM standards, recruiting pipeline.
- A client had 427 repair appointments but only 296 estimates in the CRM.
- Audit every rule; keep only rules that help sales or protect the company.

## Main ideas

- **Define the sales manager's weekly outputs before making the hire**: Huber argues that contractors often know they need a sales manager but cannot say what that person should deliver each week. When the role is undefined, the new manager ends up deciding what the job is, and an owner who does not know sales cannot push back. Huber's alternative is to define the role first, sometimes by having their firm act as sales manager temporarily so an operating system is ready for the real hire.
- **Before blaming reps for missing estimates, check how estimates leave the system**: Huber says to treat a reporting gap as a process and data question before treating it as an individual performance failure. A quote sent by text from a rep's phone can close a job while leaving no trace in the CRM, making follow-up impossible, distorting close rates by rep, and potentially leading an owner to coach or fire the wrong person. Their sequence: clean the numbers first, then decide whether the business has a sales problem or only a data problem.
- **When top reps ignore a process, suspect the process and audit every rule**: Huber argues that strong salespeople usually resist rules for a reason, and managers should test each rule rather than enforce everything. The sorting question is whether a rule helps the company sell more or protects it. If nobody can answer, the rule should go. Huber keeps a small set of non-negotiables and says cutting the rest raised sales—what they call addition by subtraction.

## Work to read

- [What a sales manager should hand an owner every week](https://www.linkedin.com/posts/steve-huber-954a6a23_a-lot-of-the-contractors-i-talk-to-know-they-activity-7513630021513650176-kLrW)
- [The CRM gap: 427 appointments, 296 estimates](https://www.linkedin.com/posts/steve-huber-954a6a23_one-of-my-clients-pulled-their-numbers-recently-activity-7511093037851201536-oUD-)
- [When a top rep ignores the process, check the process](https://www.linkedin.com/posts/steve-huber-954a6a23_i-once-got-written-up-for-talk-time-i-was-activity-7514356965532246017-IzuP)

## Partnerships

Steve Huber's three LinkedIn posts here cover sales management and CRM practices for home-services contractors; none announces a sponsor, a media kit, a rate card, or a way to enquire about working together. That does not mean Huber never accepts sponsorships — a brand that wants to propose something would need to ask directly rather than pick from a published menu. This matters for planning: there is no disclosed format to budget against, no stated turnaround or approval process, and no confirmed inquiry route, so a buyer cannot treat a partnership here as a defined, bookable product. The practical gap to close before a campaign is a direct conversation or a request for current commercial terms.

## Alternatives

- Ryan Miller: Choose Ryan Miller when the contractor's real failure is hiring and ramping salespeople, not managing the person already in the role. The posts describe an agency owner who had fired three producers in fourteen months after interviewing for likability and giving new hires nothing more structured than shadowing the owner. Miller's fix: build a written hiring profile before the job description, use a scorecard to screen every candidate consistently, including a live role-play, and map what a new producer does in week one, four and twelve. The second post covers sales activity: a defined target market, a 14-touch, 40-day, 6-channel prospecting sequence for employer-group sales, a follow-up cadence from first contact to close, and a stated weekly production floor of qualified new meetings per rep. Miller is the better choice when reps aren't prospecting, the last three hires didn't work out, and the contractor needs a repeatable sequence and onboarding system. Huber is the better choice when reps exist and perform but the owner can't say what the sales manager should produce each week, or when appointment-to-estimate numbers in the CRM can't be trusted.
- Henry Cedeno: Choose Henry Cedeno when lost jobs stem from slow inbound response, not poor record-keeping. Both posts make the same argument: the first contractor or property manager to respond wins the job, and silence is read as character. The contractor post works through a general contractor receiving ten estimate requests a month, answering four and missing six, at an $8,500 average project value. It prices the gap at $51,000 a month and $612,000 a year, then argues the loss compounds as unanswered homeowners tell neighbours and quietly stop the referral loop. The property-management post makes the same case with different numbers: 62% of rental inquiries never enter a follow-up sequence; one extra vacancy week costs about $450 on a $2,000-per-month unit, or roughly $9,000 a year across a 20-unit portfolio; and one operator now answers every missed call, form submission and after-hours inquiry within 60 seconds. Pick Cedeno when leads sit unanswered while crews are on site and nobody covers the phone, and speed-to-lead needs fixing before sales management does.
- Ash Davis: Choose Ash Davis when the contractor's bottleneck is inbound lead volume or cost per lead, and the operator wants to own the acquisition funnel rather than buy leads from a vendor. The posts describe a paid appointment system for a financial advisor: five video ads, multiple ad variations and a video sales letter, producing a reported 1,452 leads, 63 self-booked appointments, $5.30 per lead and $122 per appointment over roughly two and a half months. Appointments carried an average of about $495,000 in investable assets. The second post argues that buying leads means renting someone else's client acquisition system, while running your own ads puts messaging, funnel and cost savings under the operator's control. Davis is the better fit when the need is to generate qualified estimate requests through paid acquisition.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/