How and when do sales expectations start for non-sales roles at a BB/IB?

Out of pure interest I'm trying to learn more about IB/Sell Side roles and how they development people over the long term for success (for those who want to and are able to stay).  To clarify im talking about non "Sales" related positions. Forgive me I'm a bit of a novice to BB, but I worked for a big consultant and I imagine it's similar to consulting at a BB where both the MDs of Sales teams and MDs of all the other clients services/products have sales targets and a lot of overlap between the products, services, and clients they sell to and can become very nuanced - With the key differentiator being that Sales related groups/leaders have a sole responsibility to focus on sales and the other having responsibilities related to both Sales and delivering the solutions/products to clients. 

I'm curious to hear people's thoughts on the latter/non-Direct Sales related groups at BB and how their leadership gets positioned to successfully start "winning" deals for the firm. I know this is a general Q and responses will likely be different depending on the team/division at the BB and the specific bank itself. Curious to see how and when people see their leadership developed their networks as well as how these BB and large fin institutions try to balance sales leads and the different relationships across so many divisions with so much overlap. 

Lastly for fun, I was hoping to hear people's thoughts about how rewarding being a great "Sales" guy is for these non-direct Sales related roles over the long term. Again by non-Sales I just mean that they are not on a team that's sole responsibility is to sell but are on a team that does sell and provide a service or product on behalf of their firm. I'm curious if it's similar to strategy consulting even tho it shouldn't be in a lot of ways. I see strategy consulting to be a very rewarding career for people with Sales and BSing talents. No judgement to the space but so much of what's sold is not technical and is intentionally "open ended", strategy consulting firms rely heavily on getting MDs who can maintain good relationships and have a really good "Pitching skills". While I'm sure that is the case with Banks and any firm that sells anything, I'm curious if people found their leadership was mainly filled with the "best sales people" typically or if leadership tends to be more of a mix of the most "sharp" or"innovative" people who can best identify solutions and opportunities for their clients and firm. Would be curious to hear how much of the job becomes Sales over time and is winning deals a game of the best pitch or being in the best position since the products and services are so specific and technical, most prospective deals are with clients who already have a limited # of vendors/banks to choose from.