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Powersports Business • November 2026 • 19

Every executive who has built a company from the ground up knows the truth: a brand is only as strong as the people who carry it into the market. When I was at Volcon, I had the privilege of assembling what I still call my Dream Sales Team, and Ken Cook was one of our superstars.

MELISSA COFFEY

As our regional sales manager for the Southeast, Ken signed 53 Tier 1 powersports dealers in just 12 months. For a startup OEM with a brand-new product and no dealer network to speak of, that wasn’ t just impressive. It was the kind of result that changes the trajectory of a company. And it wasn’ t a one-time feat. Ken did it before with Mahindra, and he’ s doing it again today at Denago Powersports.

So what’ s his secret sauce? This month, I sat down with Ken to find out. We talked about what it really takes to build a territory from scratch, why the Southeast is its own animal, how a challenger brand earns floor space one unit at a time, and what dealers need from their reps today that they didn’ t need ten years ago. Ken also had some candid feedback for OEM executives, straight from the dealer floor.

I’ m proud to profile him this month. If you’ re an OEM, a dealer, or a rep trying to build something that lasts, you’ ll want to hear what he has to say.

WHO IS KEN COOK? Q: You’ ve spent a big part of your career on the road with dealers. How did you get into powersports, and what kept you in the rep role rather than moving off the road?

A: I started my career in operations with Reynolds Metals and Alcoa, which gave me a strong foundation in manufacturing, operations, and business.

After that, I started my own business and spent 15 years overseas, working in importing and developing international supplier rela-

KEN COOK

tionships. I initially partnered with a Chinese pontoon manufacturer, which gave me extensive experience working across cultures, managing relationships, and navigating the complexities of international business.

Over time, I realized that I genuinely enjoy representative and on-the-road sales. I like meeting people, building relationships, understanding their needs, and developing business face-to-face.

My children are all grown now, so I’ m also at a point in my life where frequent travel is much easier. I no longer have the same concerns about being away from home and missing their childhood, which makes an on-the-road sales role particularly appealing to me.

Q: What does a regional sales manager actually do on a given week that most people in the industry don’ t see?

A: When you build a dealer network from the ground up, the role evolves significantly over the first several years.

During the first six months, roughly 95 % of your time is focused on dealer development— identifying prospects, establishing relationships, getting dealers onboard, and building the foundation for the territory.

By the end of the first year, the balance typically shifts to about 50 % dealer development and 50 % account management. You’ re still bringing new dealers into the network, but you’ re also spending more time supporting the dealers you’ ve established.

By the second year, I would expect the mix to be closer to 75 % account management and 25 % dealer development. At that point, you have an established dealer base that requires regular attention, while you continue to strategically expand the network.

After the third year, the territory should be approximately 90 % account management and 10 % dealer development. One of the indicators that the territory is developing properly is when Tier One powersports dealers begin reaching out and asking for meetings. That tells me the rep and the OEM are executing the right processes, building market awareness, and creating demand within the dealer network.

At that stage, the job becomes much more about relationship management and problem solving. A significant portion of the day can be spent on calls and emails with dealers— working through inventory, orders, warranty issues, product questions, sales opportunities, and whatever challenges come up.

The goal isn’ t simply to build a large dealer network. It’ s to build a healthy network of dealers that are engaged, supported, profitable, and growing with the OEM.

BUILDING TERRITORIES IN THE SOUTHEAST Q: The Southeast is one of the most competitive powersports markets in the country. What makes it different from other regions, whether that’ s buyer behavior, dealer culture, or use cases?

A: The powersports industry is ultimately about outdoor recreation and the lifestyle that comes with it. UTVs and ATVs have become a major part of that lifestyle,