Enterprise Account Executive - West

Overview

You're a full-cycle Enterprise AE selling a MarTech/SalesTech/RevTech product to mid-market and enterprise accounts (500-5,000 employees). You'll run deals from first contact through close, managing complex sales cycles with multiple stakeholders while also building your own pipeline. This isn't a hand-fed territory—you're expected to hunt while also working expansion plays.

Role Snapshot

Company Context

Stage: Growth stage (likely Series C/D+ based on aggressive hiring)

Size: Unknown, but scaling rapidly (hiring 10+ AEs indicates 100+ person sales org)

Growth: High hiring velocity, described as "market-leading" with strong attainment rates

Market Position: Category leader in their segment (MarTech/SalesTech/RevTech) with competitive differentiation

GTM Reality

Pipeline Sources:

• 30% Inbound - Marketing generates some leads, but expect variable quality. You'll get hand-raisers from content/events, but many will be tire-kickers or earlier-stage companies than your ICP
• 60% Outbound - You're building most of your pipeline. Cold calling, LinkedIn sequences, targeted account research. This is the bulk of your prospecting work
• 10% Expansion/Referrals - Some existing customer expansion opportunities, occasional referrals from happy customers

SDR/AE Structure: Likely some SDR support, but "heavy emphasis on pipeline creation" means you're self-sourcing a significant portion. Don't expect to be fed enough qualified meetings to hit your number.

SE Support: Shared SE pool - you'll have technical resources for demos and POCs, but they're spread across multiple AEs. You'll need to run initial discovery calls yourself.

Competitive Landscape

Main Competitors: Depends on specific product, but likely facing 2-3 established players in their category plus several smaller challengers

How They Differentiate: "Category-leading product" suggests either first-mover advantage or superior feature set. Likely competing on product depth vs ease-of-use or price.

Common Objections:

• "We're already using [competitor]"
• "This seems expensive for what we need"
• "Can we start with a smaller deployment?"
• Price objections on $100K+ deals

Win Themes: Product differentiation, customer success stories, ROI/business case, integration capabilities

What You'll Actually Do

Time Breakdown

Prospecting (35%) | Active Deals (40%) | Internal/Admin (25%)

Key Activities

• Cold Outreach: 1-2 hours daily on prospecting. You're identifying target accounts, researching key stakeholders, cold calling into companies with 500-5K employees, and running LinkedIn/email sequences. Most don't respond. You're trying to book 8-12 discovery calls per week.

• Discovery & Demo Calls: Running 8-10 calls per week with prospects. Early calls are qualification—figuring out if they have budget, timeline, pain, and authority. Later calls involve technical demos with your SE, navigating to multiple stakeholders (RevOps, Marketing Ops, Sales Leadership).

• Deal Progression: You're managing 15-20 active opportunities at various stages. Most of your time is spent chasing people for the next meeting, waiting on stakeholders to align internally, pushing through security reviews, and managing procurement processes. Deals slip quarters constantly.

• Internal Work: Weekly pipeline reviews, forecast calls with your manager, deal reviews, CRM hygiene, cross-functional meetings with product/CS. The company is "high-standard" which means your pipeline data needs to be clean and your forecast needs to be accurate.

The Honest Reality

What's Hard

• Pipeline creation pressure: You're expected to self-source most of your pipeline while also closing deals. It's hard to do both well. When you're deep in a deal review or contract negotiation, prospecting suffers. When you're prospecting hard, deal progression slows.

• Long, unpredictable cycles: 3-6 months means deals you start in Q1 might close in Q3. Or Q4. Or next year. You'll spend weeks setting up a demo, then the prospect goes dark for a month. Champions leave. Budget gets pulled. Priorities change. Most of your pipeline will push at least once.

• Enterprise deal complexity: You're selling six-figure deals into companies with procurement processes, security reviews, legal redlines, and 5+ stakeholders who all need to say yes. One person can kill a deal. Budget approvals take forever. You'll lose deals you thought were 90% closed.

What Success Looks Like

• Consistently booking 8-12 qualified discovery calls per week from your outbound efforts
• Maintaining a 4x pipeline-to-quota ratio ($3.6-4M pipeline to hit $900K-$1M quota)
• Closing 5-6 deals per quarter at $150K average deal size
• 95%+ attainment (they mentioned "strong attainment" - this is a perform-or-out culture)

Who You're Selling To

Primary Buyers:

• VP/Director of Revenue Operations (technical buyer, evaluates fit)
• VP Sales or Chief Revenue Officer (economic buyer, signs the contract)
• Marketing Operations leaders (for MarTech plays)
• Procurement/Legal (gatekeepers on contracts)

What They Care About:

• ROI and business case: "How much pipeline/revenue will this generate?"
• Integration with existing stack (Salesforce, HubSpot, Gong, etc.)
• Time to value: "How long until we see results?"
• Implementation complexity: "How much of my team's time does this take?"
• Vendor stability: "Will you be around in 3 years?"

Requirements

• 4+ years of full-cycle Enterprise AE experience selling complex B2B SaaS
• Track record of consistently hitting $800K+ quotas
• Experience self-sourcing pipeline and running outbound motions (not just working inbound leads)
• Comfortable with 3-6 month sales cycles and multi-stakeholder deal progression
• Experience selling into RevOps, Sales, or Marketing teams preferred
• Located in West Coast or open to PST/MST/CST timezones (flexibility noted in posting)