How a strategic sales manager applies trade finance knowledge and regulatory insight to support his scope in driving new logo acquisitions, expanding into new markets, building lasting partnerships.
In strategic sales, especially within trade finance, the role isn’t confined to numbers or targets; it’s about navigating complexity with confidence. That means understanding how regulatory shifts, international frameworks, and client-specific pressures shape every conversation.
Bradley Bowley, Senior Prop Sales Specialist at the London Stock Exchange Group (LSEG), is responsible for driving strategic revenue growth by acquiring new high-value clients and managing relationships across multiple regions..
He uses ICC certifications like the Certified Trade Finance Professional (CTFP) and Export/Import Certificate (EIC) , to bring depth to every client interaction he has in the maritime, finance, and commodities sectors. These certifications help him translate global changes into tailored solutions that build trust and drive value. His overarching objective is to support client success while driving sustainable growth through both the acquisition of new logos and development of key existing relationships.
In this article, we look at what success really looks like in a role that blends technical knowledge with long-term relationship building, and why being curious, consistent, and client-focused matters more than fitting any one mould.
Understanding the role
“How does this role connect to digital transformation in global trade?“
Hi Bradley! How would you summarise what your role is about, and the value it delivers?
To me a sales position has a few clear roles and values, which include being a face for your company and the go-between of two or more businesses trying to obtain certain goals. Additionally, the role will have an emphasis on generating value for a client and revenue for your employer leading to a happy balance.
Sales roles typically involve working with different internal teams and departments so collaboration and being an effective communicator will be a required skill to develop, so that there is synergy and harmony throughout for instance a particular project.
You will expected to bring ideas from within yourself and also from your client interactions including their requests, so a great deal of value can be derived from a person that is effective at listening and asking the right questions. Ultimately you are helping your own business grow, while enabling your client to benefit from services or products and in turn grow with you.
So, part of the skill is knowing how to structure your time well and stay flexible, because no two days really look the same.
Time management clearly plays a big role in what you do – what other skills or traits are just as important?
Time management is essential but it’s just one part of the picture. I’d say one of the most important traits is having a strong inner drive. You need to be self-motivated and able to keep pushing forward, especially in a fast-paced environment where things are constantly moving.
A problem-solving mindset is also key. There are always variables in play, and the level of complexity can shift depending on the client or situation, so being able to adapt and think things through is important.
Collaboration is another big one, not just the ability to collaborate, but wanting to. You’re often working across teams and departments so being open-minded and consistent in how you show up makes a difference. In the long run, I think it’s crucial to have a mindset geared towards continuous learning and growth.
The landscape evolves, and so should you. Having a stable mindset also helps – there are ups and downs in this kind of work, so staying steady through that is a real asset.
Certified Trade Finance Professional (CTFP)
What are the key deliverables or success metrics someone in your role owns?
At its core, this is a commercial role, so one of the main success metrics is generating business and driving revenue. But that doesn’t happen in isolation. It’s about delivering strong service and meaningful solutions that help your clients.
I’ve always believed that a good deal is one that works for both sides. If the client benefits, that builds trust and strengthens the relationship, and that’s what leads to long-term business growth. So, while revenue is obviously important, the way you get there matters just as much.
Metrics and indicators are useful – they can highlight trends or signal where something might need attention, but they’re not the full picture. They should guide you, not define you. Every client, every market, every period is different.
So, success in this role comes down to value creation and the quality of relationships you build over time.
If someone shadowed you for a day, what would surprise them the most?
I think the first thing that would surprise people is just how complex and diverse the network is both externally and internally. Getting your head around the number of people involved, across different teams, regions, and functions, can be a bit overwhelming at first but navigating that network is a big part of the role.
Someone I worked with once told me they were amazed that I could remember hundreds of people and what we’d talked about. I hadn’t really thought about it at the time, but it made me realise how important that kind of information retention and relationship awareness is in a role like this.
When you’re working across so many touchpoints, being able to track those conversations and connections is a real asset and something that might not be obvious from the outside looking in.
Working across markets
‘What’s it like to manage international clients?’
You’ve worked across EMEA and the Americas – what’s your approach to navigating different markets?
Aside from the obvious scheduling challenges like managing time zones or daylight-saving changes, there are deeper cultural nuances that come into play when working across different regions.
In practice, the most important thing is to focus on what’s most relevant to the client – understanding their regulatory environment, their market trends and how those factors are impacting their business. For example, I’ve worked with clients navigating changes around regulations like PSD2 (Payment Services Directive 2) and MiFID II (Markets in Financial Instruments Directive 2), which can significantly shift how they operate in the short and long term.
Culturally, it’s about being a good listener and communicating clearly. Even small things like using idioms or certain expressions can cause confusion if they don’t translate well in other markets. I’ve learned to be mindful of that. Also, meeting etiquette can vary widely from one country to another, so being flexible and respectful of those differences really matters.
Ultimately, I find it fascinating; working internationally gives you a front-row seat to how different cultures approach business and learning how to navigate that is a key part of building trust and strong relationships.
Read: ‘Geopolitics, sanctions, and trade finance: Challenges for UCP 600 and documentary credits‘
What advice would you give to someone looking to break into a sales role like yours?
I’ve seen people come into sales through all sorts of paths, including straight out of university or by pivoting from another role. Either way, my advice is to immerse yourself in learning. There’s so much information out there. Read, watch, and listen to whatever you can. Take in a variety of perspectives and stay curious.
If you’re already in a company and considering a move into sales, tap into the network around you.
You likely have access to people who’ve been in the field for years, so ask them questions and learn from their experiences. If not, find people externally who are doing the kind of work you aspire to and reach out.
When it comes to finding the right role, look for opportunities that align with your values and priorities, whether that’s the sector, location, work culture, or potential for growth. The more those things match what motivates you, the more likely you are to stay committed once you’re in the role.
Finally, don’t wait for a job to be advertised. Reach out to companies you’re interested in, even if there isn’t any open position. Let them know you’re keen, it shows initiative and that goes a long way in sales.
Stakeholder management and client engagement
‘Who are the key people you deal with in this role and how do you manage those relationships?’
Who are the key stakeholders you deal with daily?
It really depends on the type of company and the complexity of the deal, but in a large, multi-layered organisation, you’re going to interact with a wide range of people. That could include C-level executives – CFOs, COOs, or Heads of Trade, Risk, or Compliance – especially when the deal has strategic or operational impact.
But it’s not just senior leaders. On any given day, I might be speaking with an analyst, a head of infrastructure, someone from legal or even another sales professional. The roles vary depending on the stage of the conversation and what the client needs.
There’s no ‘typical’ set of stakeholders, and that’s part of what makes the role so engaging. You’re constantly adapting your approach and over time you build a broad understanding of different functions and how they work together. It keeps things fresh and helps you become more effective across different kinds of engagements.
Read: ‘Blockchain in trade finance: Challenges and opportunities‘
Is there anything you do specifically to build credibility with your clients and partners?
Absolutely. A big part of it is simply being available – not just being reactive but also proactive. Clients need to know they can rely on you, whether that’s responding quickly or anticipating their needs. That consistency helps build trust and shows that you value the relationship.
Credibility also comes from knowing your stuff. That means understanding the client’s role, their business, their market, and how your solutions can genuinely support them.
Asking the right questions is key; questions that are relevant to their challenges, priorities, and opportunities.
I also try to stay on top of what’s changing, whether it’s technology, regulation, or product shifts, by following the news, looking at data, and having regular conversations with people across the industry.
Continuous learning plays a big part in that. That’s why I’ve always seen value in pursuing courses and certifications. It helps me stay informed and in turn, better support my clients.
Export/Import Certificate (EIC)
Career journey and growth in trade finance and strategic sales
‘How did you get here – and how can others follow a similar path?’
You hold the Certified Trade Finance Professional (CTFP) and Export/Import (EIC) certifications – how do these come into play in your day-to-day work?
They’ve been incredibly useful especially because I work across sectors like finance, maritime, legal, commodities, insurance and tech.
The CTFP and EIC cover a wide range of interconnected global themes, which helps me understand my clients and their services at a much deeper level. They’ve given me a stronger grasp of how regulations, legal frameworks, and technological developments impact different businesses and how those changes affect me and the work I do with them.
I like to be prepared, and these certifications have helped me do that.
That mindset extends into how I manage my own development. I actively map out what I need to learn, based on both mandatory training and areas I see as personally valuable. In addition to the CTFP and EIC, I’ve also taken courses related to digitalisation, trade and shipping, investments, and other product-specific certifications that support my broader understanding.
Outside of formal certifications, I stay up to date through podcasts, news feeds, and video content – often through platforms like YouTube or specialist services. It’s about building that habit of learning a little every day. There’s also a lot to learn from the people around you; everyone brings something different to the table, and I try to take advantage of that collective experience.
Certified Trade Finance Professional (CTFP)
Looking back, what was a pivotal decision or experience that helped you grow?
For me, one of the most pivotal experiences – this might sound unexpected – was the COVID-19 lockdown period. It gave me something I hadn’t had in a while: time.
I used that time to really focus on learning and personal development. I started picking up new skills, diving into areas I’d been meaning to explore, and that momentum stuck. It became a routine to keep learning, to keep adding more. Since then, I’ve taken on multiple certifications, technical training, and even started learning a new language, which I’ve been doing for over a year now. That period changed my mindset.
It helped me shift from fitting learning around work to making personal growth a core part of my life. It’s about maximising what I’m capable of and I’ve stuck with this mindset ever since.
Read: ‘Innovation is in our DNA: A career in transaction banking and trade finance‘
Advice for those looking to make the leap
Are there any common misconceptions about this type of role that you’d want to clear up?
Yes, it’s one that I believed myself early on. A lot of people assume that to work in strategic sales, you must be super outgoing – always on, always talking. But that’s not true.
Some of the most successful people I’ve worked with in this space are quite reserved. What sets them apart isn’t how extroverted they are, but how conscientious, attentive, and thoughtful they are in how they engage with clients.
In fact, being a good listener and genuinely trying to understand the client’s needs can be even more powerful than dominating a room.
The role benefits from a range of personalities. Outgoing, reserved, analytical – there’s no single mould for success. That diversity makes for better conversations, solutions, and outcomes.
So, if someone’s hesitant to pursue a role in sales because they don’t see themselves as the ‘loudest person in the room’, I’d say – don’t count yourself out.
What’s one piece of advice you’d give to someone aspiring to work in strategic sales?
One of the most important things is to understand why you want to do the role, especially if you’re thinking about it as a long-term career.
Strategic sales can be incredibly rewarding, but it also comes with a lot of moving parts, challenges, and complexity. Having a clear sense of purpose gives you something to refer to when you’re navigating tough decisions or figuring your next move.
I’d also recommend looking at who’s done it well. Find the people in your organisation or industry who’ve had staying power and built strong reputations. Learn from them. Ask questions. Pull insights from their experience and combine that with your own style and instincts. That’s how you start building something unique and sustainable.
