I'm an Enterprise Account Executive at a reputable SaaS company, working in a startup-like environment within a new product and business segment. My quota increases year-over-year, but the company is struggling to implement the product effectively. Word is spreading, and I've received communications from prospects who are no longer interested due to feedback from current customers about these issues. I've hit a wall. When applying to other companies, I'm questioned about my quota attainment, which is around 50%—though I'm #2 on my team. I feel like I've not only stalled here but that the company's challenges have undermined my ability to successfully transition to a new role. Is there hope?
You have to be super transparent about the organization WITHOUT coming across as complaining. Here is some content I posted about this specific situation recently: "You missed quota last year and are interviewing for a new sales role. You know they want people with a “proven track record of hitting quota”. What do you do? What do you say? Here’s your playbook: First, be up front about your metrics and be very clear: “My goal was X, I hit Y, that resulted in 82%. I closed Z number of deals, with an average deal size of $XYZ. My deal count was on point, but my average transaction size was a bit lower than where it needed to be to get to 100%. Here’s why that was the case.” You need to be explicit about the metrics, the numbers, the pipeline, the average deal size, the deal volume, throughput, and more. Doing this is going a long way to make up the delta between 82% and 100%. The hiring manager should believe you know the mechanics of success inside and out. Second, provide context about the team and your performance, NOT excuses. Find a win in there. Maybe you were in the top half of performers, or better? “There were 12 folks on my team and while I only finished last year at 82%, I was 3rd on the team, and only 13% behind number 1. The distribution of performance was as follows: half the team was below 60%, the top performer was 95%, and I was third at 82%. There were some challenges across the team as follows” Talk about why you think performance was what it was (the challenges) but don’t make them sound like excuses and don’t trash your company or former leaders. Be measured, be direct, and be fact based. Third, provide ownership, not excuses. “I thought 82% was ok performance, but my objective was to be 1st on the team, and here are 3 things that I thought I could have probably done better in that role to get me from 3 to 1” Then list those three (or however many) areas for improvement, and make sure they would be applicable to how you would succeed in this new role. You KNOW there were things you could have done better. Own them. Always close this portion with your expectations for yourself and reiterate the areas you’d be focused on to drive to 100% in this new role. The reality is that many of your peers interviewing for the same role have also been below quota, so the difference of who’s moving forward will come down to who the hiring manager BELIEVES will hit at their org. Remember, only about 42% of folks hit quota last year! Lastly, and as a reminder, please don’t lie. About anything."
love this
I would speak less about the 50% and outline the company position as a leader in a different product and emerging player with the product you sell. 50% "sounds bad" but if the business does $200M and your product is new/newer and generates $2M, most companies will understand it's underinvested or will take time to ramp.