Sales and account executive interview questions, with strong answers
12 questions from Compass's mock interviews, the way an interviewer asks them. Each has a strong answer, a common miss, and why one lands and the other doesn't.
Discovery
Let's role-play. I'm the CFO of a 2,000-person logistics company; you sell expense software. I've got 15 minutes. Go.
A strong answerThanks for the time. To use it well: how does expense approval work today, and what made you take this call now? Then I'll share what's relevant, if anything.
Sets an agenda, asks about their world and why now.
A common missGreat to meet you. Let me take you through our deck, which covers our company history, our customers and then our full product suite.
A deck tour for a CFO with 15 minutes. Start with them.
Honestly, our expense process is fine. People complain, but it works.
A strong answerFair. When people complain, what about? And how long does a report take to get reimbursed? If month-end close slips because of expenses, what does that cost you?
Doesn't argue. Digs for a cost the CFO cares about.
A common missThat's surprising, because most expense processes are very inefficient, so I'm sure yours has problems even if you haven't noticed them.
Telling a CFO they're wrong ends the call. Ask instead.
Well, closing the books takes an extra three days because of late expense reports.
A strong answerUseful. What do those three days cost: team overtime, or late reporting to the board? With a number on it, we'll know if fixing it is worth it.
Turns a symptom into a business cost, together.
A common missThree days isn't too bad, to be honest, so maybe expenses aren't a big priority for you right now, and we could talk again next year.
You just found real pain and walked away from it.
Okay, this is interesting. What happens next?
A strong answerI'd suggest 30 minutes with your controller to map the close process and size the cost. If it's worth solving, we bring a plan to you. Does Thursday work?
A specific next step, with the right people and a date.
A common missGreat, I'll send over the contract today, so we can get you set up and running before the end of this month at our current price.
Asking for a signature after one call skips the work.
Objections
Role-play: I'm the buyer. "We like it, but you're twice the price of the other vendor."
A strong answerFair point; price matters. Help me understand: is the concern the total, or how it compares? Earlier you said the backlog costs $400,000 a quarter; we fix that.
Acknowledges, clarifies, then anchors on their own number.
A common missThe other vendor is cheaper because their product is much worse, and you'd regret choosing them within a few months of switching.
Attacking a rival makes the buyer defend their choice.
"This all makes sense, but let's revisit it next quarter."
A strong answerHappy to. Before we do: what changes next quarter? If the backlog keeps costing $400,000, waiting costs more than the project. What's driving the pause?
Respects the stall, but surfaces its real cause and cost.
A common missIf you wait until next quarter, I can't promise this price will still be available, so I'd really recommend deciding this week.
Fake urgency pushes buyers away. Find the real cause.
"Your competitor offered us a free pilot. Can you match it?"
A strong answerMaybe. What would the pilot need to prove for you to buy? If we agree success criteria and a decision date up front, a paid or free pilot can work.
Turns a giveaway into a pilot with criteria and a decision.
A common missNo, we never do free pilots, because our product is the best on the market and doesn't need to prove itself to anyone.
Arrogance loses deals. Engage with what they need.
"We're leaning your way. What do we need to do to get started?"
A strong answerGreat. Let's map the steps: security review, legal, and who signs. If security starts this week, can we target signature by the 30th?
A mutual plan with steps, owners and a date.
A common missThanks so much! I'll check with my manager about what the next steps are, and then I'll get back to you sometime next week.
You should own the path to signature. Lead it now.
Pipeline and deals
Your quota next year is $1.2 million and your win rate is 25%. How do you plan the year?
A strong answerI need $4.8 million of pipeline, 4x coverage. At $60,000 deals that's 80 opportunities, about 7 new ones a month, and I'd plan prospecting to match.
Clean math down to a monthly target you can act on.
A common missI'd work as hard as I can on every deal and trust that the numbers will take care of themselves if I keep a positive attitude all year.
Effort isn't a plan. Show the math behind it.
It's week 10 of the quarter and you're at 60% of quota. What do you tell your manager?
A strong answerDeal by deal: which close this quarter, with evidence like paper in legal, which are at risk and why, my honest call, and what would change it.
Honest, evidence-based, with what could move the number.
A common missI'd tell them I'll definitely hit 100%, to keep them happy, and then work extra hard to try to close as many deals as I possibly can.
An optimistic forecast that misses costs more trust than a miss.
Tell me about a deal you lost. What happened?
A strong answerWe lost a $200,000 deal when my single champion left. I'd never met the CFO. Now I multi-thread by stage two and confirm the economic buyer before any proposal.
Owns the loss, names the cause, shows what changed.
A common missI honestly haven't lost many deals, because I'm very careful about which opportunities I pursue, so I can't think of a good example.
Everyone loses deals. Not having an example is a red flag.
Why do you want to sell our product?
A strong answerYour buyers are operations leaders, which I've sold to for four years, and your product fixes a problem I watched my customers struggle with. I'd ramp fast.
Connects your experience to their buyer and problem.
A common missI can sell anything to anyone, so the product doesn't really matter to me, and I'm confident I'd be a top performer here quickly.
"I can sell anything" sounds like you don't care what you sell.
Reading answers helps. Saying them under a little pressure helps more: Compass runs these as mock interviews and scores each turn.
Practice freeMore interview guides
- Product manager interview questions, with strong answersProduct sense, metrics and strategy questions from real product decisions, each with a strong answer, a common miss, and why one works.
- Technical program manager interview questions, with strong answersTPM interview questions on planning, dependencies, risk and launches, each with a strong answer, a common miss, and why one works.
- Case interview questions, with strong answersConsulting case interview questions on structure, profitability and market sizing, each with a strong answer, a common miss, and why one works.
- Investment banking interview questions, with strong answersInvestment banking technical questions on accounting, valuation and deals, each with a strong answer, a common miss, and why one works.