Bridging the Gulf Between Sales and Credit Without Starting a War 

One of the thorniest—and most persistent—issues in any LBM operation is the uneasy relationship between sales and credit. It’s not about who’s more important; after all, “nothing happens until a sale is made.” But let’s be honest: the real magic happens when the check clears. 

I’m not saying sales and credit can’t get along. They can. But left to their own devices, they tend to drift apart. Before long, both groups are in your office weekly: one grumbling about the “sales prevention department,” the other wondering if the target account list was pulled from America’s Most Wanted. 

My philosophy? If you want to bring opposing sides together, have each walk a mile in the other’s shoes. We joked about having our salespeople spend a day in accounts receivable, making collection calls and posting payments. 

When we finally stopped laughing, we sent Cheryl, our credit manager, into the field instead. Cheryl was up for it. That morning, dressed in jeans and work boots, she was ready to hit the job sites. The sales team? Huddled in the lunchroom, drawing straws. Tony lost. 

At the first jobsite, Tony introduced Cheryl to Phil, a builder she knew by phone but had never met. Phil’s reaction was exactly what Tony feared. “I already said I’d have the check to you by Friday,” he snapped, glaring at Tony. 

“Of course,” Cheryl replied sweetly. “I’m here because Tony says you do such great work that I had to see it for myself.” 

“Oh,” said Phil. For the next half-hour, they toured the project. By the end of the visit, they were getting along just fine. 

Back on the road, Tony got a call from Jason. “I need you on-site ASAP.” 

“I’m on my way,” Tony said. “Just a heads-up—Cheryl, our credit manager, is with me.” 

Three to five seconds of dead silence. Then: “Cheryl, I promise the check will be in the bank tomorrow.” 

“No problem,” Cheryl said. “I just wanted to see your project. Tony told me, you do great work.” 

“Oh,” Jason said. By the end of the morning, they had another convert. 

Later, they stopped by one of Tony’s largest accounts. Denise, the office manager, greeted them at the door with a big smile. “I’m so happy to see you!” 

“I’m here 2-3 times a week,” Tony said, looking confused. 

“Not you, dummy. I’m glad to see Cheryl!” 

As they made their rounds, Tony asked questions, and Cheryl shared her perspective on credit policies and responsibilities. It was eye-opening for Tony—and for Cheryl, who gained a new appreciation for what salespeople deal with daily. Just as we’d hoped, it was a learning experience for both. 

We put real effort into helping the sales and credit teams understand each other’s roles and challenges. In addition to Cheryl’s ride-alongs, she also attended two to three of our monthly sales meetings each year. She did a great job explaining the how and why behind her decisions. The reps didn’t always agree, but at least they understood. 

She also made it clear that salespeople could “appeal” her decision to the owner, who had the final say on creditworthiness of questionable accounts. All she asked was to be given a heads-up so she wasn’t blindsided. 

That evening, Tony fielded calls from curious coworkers. The day had gone so well that he’d already invited Cheryl to ride along again. Not that he was giving anything away. 

“It’s an experience,” he told them. “You’ll just have to see it for yourself.” 

The takeaway? Relationships work better when there’s mutual understanding. Walking a mile in each other’s shoes helped us build trust and reduce tension. 

Mike McDole has 40+ years of actual LBM experience, including being SVP of a large regional pro-dealer, and is the principal of Firing Line LBM Advisors. He’s also partners with Greg Brooks of the Executive Council on Construction Supply and his LMS. Mike can be reached at 774.372.1367 or Mike@FiringLineLBM.com.