Overview
You're running the enterprise sales org at Eve, selling AI automation software to plaintiff law firms. You manage a team that's already hitting 238%+ to goal, and you need to scale it while maintaining those numbers. The product is new category (legal AI that handles full case workflow), so you're partly evangelizing, partly competing against "we'll just hire more paralegals."
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Sales Director / Player-Coach |
| Sales Motion | Outbound-heavy with some inbound |
| Deal Complexity | Enterprise - Multi-stakeholder, process change |
| Sales Cycle | 3-6 months (legal is conservative) |
| Deal Size | $100K-500K+ ACV (enterprise plaintiff firms) |
| Quota (est.) | $3-5M team quota annually |
Company Context
Stage: Series C+ ($170M raised from a16z, Menlo Ventures, Lightspeed, Spark)
Size: 250 employees, growing to 450+ this year (200+ hires planned)
Growth: Doubling revenue quarter over quarter, targeting 5X revenue increase this year
Market Position: Category creator in legal AI - they're first to market with full-case AI automation, competing against manual processes and legacy legal tech
GTM Reality
Pipeline Sources:
- 30% Inbound - law firms that see AI buzz, hear about them through legal conferences, or get referred by existing clients
- 60% Outbound - cold outreach to managing partners at plaintiff firms, targeting personal injury and labor/employment practices
- 10% Partners/Referrals - some referrals from existing clients and legal consultants
SDR/AE Structure: Dedicated SDR team feeds enterprise AEs. You manage the AE team, work with SDR leadership on target accounts.
SE Support: Solutions Engineers partner on technical demos and POCs - critical for this sale since you're demoing AI capabilities.
Competitive Landscape
Main Competitors: Legacy case management systems (Filevine, Clio), manual processes (just hiring more staff), point solution AI tools for specific legal tasks
How They Differentiate: Only full-stack AI that handles entire case workflow from intake to litigation. Not just a tool - actually does the work.
Common Objections: "AI can't understand legal nuance," "We're not ready to trust AI with client cases," "Too expensive vs hiring paralegals," "Data security concerns," "Our process is too custom"
Win Themes: ROI from reducing paralegal hours, ability to take on more cases without more headcount, competitive advantage in case evaluation speed, better outcomes through AI-assisted discovery
What You'll Actually Do
Time Breakdown
Managing Team (40%) | Hiring/Recruiting (25%) | Forecasting/Strategy (20%) | Internal Meetings (15%)
Key Activities
- Pipeline Reviews: Weekly 1:1s with each AE going deal-by-deal. You're coaching on next steps, unblocking internal issues, sometimes jumping on calls with prospects when deals stall.
- Hiring: You need to double or triple the team this year. Sourcing candidates, running interviews, selling the opportunity, onboarding new hires. This is 25-30% of your time.
- Forecasting: Weekly forecast calls with the VP and exec team. You're on the hook for accuracy - they're making hiring and spending decisions based on your numbers.
- Building Systems: Creating sales plays, refining the pitch, standardizing the demo, building better Salesforce hygiene, creating coaching frameworks. The company is scaling fast so process needs to keep up.
The Honest Reality
What's Hard
- Selling to lawyers is slow: Law firms are risk-averse and move slowly. Even when they love the product, procurement and committee approvals drag on. Your team will have deals that should close slip 2-3 quarters.
- Scaling while performing: You're hiring aggressively while keeping current numbers up. Bad hires hurt immediately. You'll feel tension between "I need more reps" and "I need deals to close this quarter."
- New category creation: Some days you're explaining what AI can even do. Lots of education. Not every AE can sell something this new - you need people who can evangelize, not just demo features.
- Hypergrowth chaos: 200+ hires this year means constant change. Process you built last quarter is outdated. People leaving for roles with more structure. Priorities shifting as the company learns.
What Success Looks Like
- Team consistently hits 150%+ to goal (they're at 238% now, you maintain or improve that)
- New reps ramp in 4-5 months and start closing deals
- Forecast accuracy within 10% - exec team trusts your commits
- You hire 6-8 enterprise AEs this year and 80%+ are still performing in 12 months
Who You're Selling To
Primary Buyers:
- Managing Partners at plaintiff law firms (personal injury, labor/employment)
- Operations Directors/COOs at larger firms (10-50 attorney practices)
What They Care About:
- ROI in dollars - how much they save vs hiring more paralegals
- Case volume capacity - can they take on 2X more cases without 2X more staff
- Win rates - does AI help them win more or get better settlements
- Data security and client confidentiality (this is non-negotiable)
- Ease of adoption - will their team actually use it or resist
Requirements
- 7+ years in enterprise B2B sales, at least 3 years managing quota-carrying reps
- Experience scaling a team from 5-10 reps to 20-30+ reps
- Track record hiring A-players in a competitive market
- Comfort with ambiguity - this is hypergrowth, things change weekly
- Forecasting discipline - CFO-level rigor on pipeline and commits
- Experience at a startup that scaled fast (they want someone who's seen hypergrowth)
- Ability to operate in Utah or relocate (half the network they're tapping is Utah-based)