You’re supporting a high-growth GTM-Field Engineering organization where Sales leadership wants fast hiring, but local Field Engineering managers are raising the technical bar and rejecting many candidates. How would you align these stakeholders, reset expectations, and still meet business goals?

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VirtualInterview.AI · Accepted Answer

I’ve seen that tension a lot in high-growth GTM orgs. The first thing I do is get everyone looking at the same data. In one role, our GTM-Field Engineering time-to-fill in EMEA had crept to 78 days while the business plan assumed 55. Offer-accept to start date was fine; the bottleneck was a 22% onsite pass rate driven by inconsistent technical bars.

I pulled Sales and local Field Engineering leaders into a working session with a simple funnel dashboard: volume, pass-through rates, and lost revenue risk per open head. Together we defined a “good enough to hire” profile tied to ramp time and quota coverage, not perfection. We standardized a calibrated tech screen, replaced one onsite round with a practical lab, and pre-briefed interviewers.

Within two quarters, time-to-fill dropped to 49 days, onsite pass rate improved to 38%, and Sales coverage hit 96% of plan without lowering the bar on critical technical skills.

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