IntermediateLEADERSHIP
Tell me about a time you took a leadership role on a sales initiative—such as coordinating a cross-functional bid, mentoring newer reps, or leading a product push. What was your strategy, how did you drive execution, and what were the results?
Sales Representative
General

Sample Answer

Last year I led a product push for a new logistics solution that historically had low adoption. Our VP wanted it to contribute at least 15% of quarterly revenue, but it was under 5%. I volunteered to run point for the region. First, I pulled win/loss data and realized reps weren’t confident positioning the product and ops couldn’t execute custom pricing quickly enough. I built a simple battlecard, ran two 60‑minute enablement sessions for 14 reps, and set up a weekly war room with pricing and operations to fast‑track complex deals. I also paired myself with two newer reps on their top 10 accounts, joining key discovery calls and modeling how to uncover pain around shipping delays. Within one quarter, our team’s pipeline for that product grew 3.2x and closed revenue went from $280K to $1.05M, representing 18% of regional sales. Two newer reps finished in the top 5 for the product line.

Keywords

Volunteered to lead underperforming product pushDiagnosed issues: rep confidence and slow cross-functional supportDrove enablement and created weekly war room with pricing/opsDelivered 3.2x pipeline growth and product to 18% of regional revenue