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Alternative Ways of Evaluating Sales Candidates

Evaluating Sales CandidatesInterviews are the staple method for most companies when hiring sales staff and often there are multiple interviews conducted by different team members of the hiring company. Some companies will take the screening process a step further and conduct in depth reference checks. All of this is done to ensure the new hire is the right person.

So how can you be sure that the person you are hiring is going to be a reliable and consistent long term performer?

We have talked before about the importance of understanding your unique selling environment and role requirements. Here are several additional methods for evaluating candidates to make sure you hire the person you need:

Simulations and Role Plays
Have candidates sell you something like a pencil or make a presentation on something they know. This will give you a sense of how they actually appear in front of customers and tactics they use. Even better have them sell you your own product to test their level of your product. If it is an inside sales role, have the candidate call you and do the role play over the phone. We know from experience that candidates may be a bit apprehensive about these types of exercises because they are artificial, so be simply reassure them that you will take this into consideration.

Personality Tests
Candidates tests can be administered to provide useful additional insight into the nature and suitability of a prospective sales hire. There are thousands of companies offering tests that can be purchased for as little as a $25 dollars to more than $1,000 per test. There are many different kinds of test ranging from behavioral traits (how do they behave in certain situations) to competencies (skills and capabilities). Some tests are general tests administered to people in any role and provide general characteristics, while others are tailored to sales and some tests can be customized for your role and company. The tests aren’t always reliable so be sure to pick your tests carefully. To learn more about using tests, see our post – A Guide to Sales Candidate Assessments.

Challenges
Rather than just engaging in an interview or preplanned simulation, you can create challenges for the candidate to respond to which provides insight into how they react in real live situations. For instance, providing confusing or overly complex email submission instructions to see who actually follows your request. We had one client who liked to make all his candidates wait in his lobby for interviews and then watch how they reacted. Another method might be to actually challenge answers during an interview, questioning the logic of the candidate. In all cases, the objective is to see how the candidate operates under stress and reacts on the fly to the curve balls that will inevitably face them when they are working to generate sales for your company.

Homework
Another good method of evaluating the capabilities of candidates can be to give them a “homework” assignment. For example, ask the candidate to prepare a 90 day sales plan or an account plan to penetrate a specific prospect. This will give you insight into the level of industry and domain knowledge they possess, the way they approach problem solving, how thorough they are, writing skills as well as other characteristics which can contribute to your knowledge of the person.

The goal of assessing candidates is to make sure you are hiring the right person and to avoid making hiring mistakes which could cost you time, money and credibility with customers. Depending on the criticality and seniority of the hire, you may use one or all of these methods, and it always holds that the more steps in your sales hiring process the more likely you will pick the right person.

To your success!

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Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

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Latest posts by Eliot Burdett (see all)

Four Sales Trends that Affect Sales Hiring in 2011

We know we sound like a broken record on the evolution of sales. Selling is not the same as it used to be. Just 20 years ago, golf memberships, long lunches and snazzy

promotions had a huge influence on customer decisions and Herb Tarlek’s character on WKRP in Cincinnati was a funny depiction of the truth, but not totally out of line.  Next watch the movie  Tin Men to see what selling might have looked like 50 years ago. Each of these eras had their own characters and  methods of inducing buyers to buy and today is no different. Pervasive access to information via the Internet and more sophisticated buyers has changed the way buyers buy and the way organizations sell. This in turn has an impact on the people that get hired and traits top performers possess.

Here are several sales trends that are changing the way organizations hire sales people.

1. The Economy – For the last few years, the economy has put downward pressure in most sectors which in turn has caused companies to try to do more with less. This is old news.

Impact on sales hiring:

    – The obvious impact is downward pressure on compensation packages, but we also observe that many organizations have trimmed senior and middle management, so there is a higher ratio of reps to managers and in smaller companies we are seeing all the members of the sales team reporting directly into the CEO.

2. Internet Sales – With more buyers researching and buying online companies are investing more in online marketing and lead generation programs.

Impact on sales hiring

    – Budgets that would have been allocated to reps performing outbound calling are instead going into online marketing, partnering and social media marketing. In many companies this means a drop in sales headcount.

3. Sales Methodologies go Mainstream – The relationship sell is no longer an option for many companies and most are applying some sort of structured selling approach, particularly for B2B orgs which must deal with the requirement for senior level signoff on even small purchases.

Impact on sales hiring:

    Companies are increasingly seeking to hire sales reps with some degree of sales training or exposure to methodology-based selling. We regularly have clients ask for candidates who have had success applying Sandler, Value Selling or Miller Heiman training. While anyone can take the training, it takes a certain breed to learn AND successfully apply the training.

3. Higher Demand for Solution Sales People – The number of companies calling themselves a “solution provider” surely peaked in 2010, when it was hard to find a company that did not claim to be a solution for whatever problem their target customer experienced.

Impact on sales hiring:

    On the one hand, there are a lot of companies that confuse selling something they call a “solution” with “solution selling” and on the other hand there are more companies actually seeking solution sales people. Understanding the difference is important because it takes time to master solution sales, so great solution sales reps are usually more senior and demand higher compensation. It is also important to keep the distinction in mind when setting sales strategy because solution sales people who can effectively hunt for new business are a rare breed – for a variety of reasons, as sales professionals age it is pretty common for them to be less inclined to be in roles which require hunting for new business. This has forced companies to invest in new internal training programs that develop existing talent or the requisite skills at an earlier stage in a sales reps career.

4. Production Line Selling – Larger sales teams are becoming more sophisticated in order to be able to tailor the selling approach to target markets and customers. Many organizations now have separate inside and outside sales teams as well as groups dedicated to certain account sizes or industry sectors. Sometimes these teams make hand-offs between each other as leads are developed from a prospect to a customer.

Impact on sales hiring:

    The demand for the generalist sales person is less common and the demand for people with vertical strong experience or selling a certain way, for example strictly inside or strictly outbound. Where this significantly limits the candidate pool, companies seek to hire sales professionals with the mix of personal traits and DNA that would enable them to easily acquire the necessary skills.

With all this change, if nothing else, 2011 will be an exciting year!

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Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

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Latest posts by Eliot Burdett (see all)

Sales Comp Plans and The Age-Old Debate About What Motivates Sales Reps

Thought provoking video from Dan Pink on the relationship between incentives and behaviors with a couple of interesting observations that potentially relate to sales comp.

  1. According to Pink, studies show that for non-mechanical tasks that are complex and require conceptual and creative thinking, a basic amount of compensation must be paid or the person will not be motivated. You need to pay people enough so that they are not thinking about money and are instead are thinking about the work
  2. Money is often not a motivating factor, however, the three factors that do influence motivation are autonomy (self direction), mastery (urge to get better at their work), and purpose (making a difference)

On the one hand, I tend to disagree with painting all humans with one brush and saying that beyond a certain basic point, people are implicitly not money motivated when many factors such as individual upbringing, personality, profession, and stage in life might heavily influence money motivation. People attracted to sales are wired differently than people attracted to other professions so this alone might support the argument that there are segments of the population that are more or less money motivated. If sales people weren’t money motivated, we wouldn’t see so many people gravitate to larger compensation and commission packages. Then there is the details of how the study was conducted, and how the questions are presented. Without knowing these details it is somewhat problematic to debate the results.

On the other hand, I am beginning to see more and more studies that imply people are less money motivated. There are certainly increasingly more candidates that we speak to that express a desire to work in a certain environment and the right for the right employer. So perhaps there is a trend away from pure money as a driver.

Either way, heed this advice next time you consider a 100% commission comp plan. A very aggressive commission rate is not likely going to help you hit your sales targets. Hat tip to Phil Culhane for the link to this video.

 

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Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

How to Build a Sales Team for Web Development Business

We answered this question in LinkedIn today

I wish to take my web development business to the next level. Lead generation and sales is my current weakness. I think the right person(s) to help with sales could be the next step but I do not know how to go about this. Ideally, I could start with someone part-time and for commission only while business is developed. Are there proven steps I can use to bootstrap a sales force? (even if this means just one person to start?) Thanks in advance.

Our answer

Great question and good on you for gearing up to get to the next level. I spent several years in the Web dev business and now build sales teams for a living.

Your strategy for building sales depends on your target customer – if you are selling large projects to large business accounts, you will need someone with experience doing larger deals which comes at a price, so you may have to be that person for the time being. If you are going after smaller clients/deals, you may be able to use younger less experienced sales people. In either case, paying commission only will reduce the pool of people that will be attracted to your position and you will experience more turnover in the sales position. To attract a reliable sales rep, you will have to prove the return they will get by taking the risk and working for you.

Another challenge that you face in the web business is that outside of selling packages, projects usually have a custom scope, which requires the sales rep to have a certain degree of domain knowledge and ability to sell solutions (even more so if they are selling to the marketing dept of a corporation). These attributes typically come with more experienced sales people.

When companies are small the customers usually want to speak to the owner and in the end, you are the most knowledgeable and motivated rep your company can hire in spite of your sales strengths or limitations. This makes it tough to support a rep and set them up to succeed.

Beyond the good suggestions above, another angle may be to hire a sales assistant to help you be a more effective sales person.

Hope these suggestions help.

All the best!

 

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Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

Changing the Culture of the Sales Organization

We met with several customers and prospects last week, all of which are mature companies in mature markets.   A common theme we noticed was the desire to change the mindset of their associated sales organization. Changing the sales culture is no easy task and I admire organizations with big ambitions and serious commitment.

Sometimes sales functions get out of sync with customers and the market, particularly in established companies where the sales organization may have been assembled based on out-dated sales philosophy. Changes in customer needs, the way they buy changes and the competitive landscape all contribute to the need for a sales organization to make sure it is aligned with the corporate objectives (See Building a Culture of Success)

When the decision is made to change, the challenge companies face is how to get the rest of their organizations to go along with the change. Middle management who are either not intimately familiar with the plan, or not committed to the execution are a big focus of the change effort. Getting these players on board will go a long way to getting the rest of the organization to change. The organizations we met with last week understand this and I commend them for being proactive.

A few years ago we worked for a national level telco that wanted to change the sales culture in one of its divisions. The company wanted to shift from a transactional culture to a solution mindset. We were invited in to help them replace about 20% of the sales force virtually overnight. This was a risky move on the part of senior management, but it worked because the company carefully weeded out the reps that might object to the changes and kept team members who most likely to be able to adapt. As it turned out the company was able to hit an aggressive growth target in year after they made the change.

Changing the sales culture requires serious commitment from all levels of management, but the payoffs can be enormous.

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Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

How to Hire Hunters

Our clients rely on us to find all sorts of sales professionals from sales support to reps and managers, to executives and sales VP’s, and a significant portion of the positions we work on are the hard to find top producing and reliable hunters. Reps who are able to develop territories will make or break a business.

When we first engage with new customers, we dig into their sales hiring processes and understand how they evaluate and select candidates. When it comes to hiring sales reps for hunter positions, companies are often under so much pressure to fill vacant positions that they cut corners and bend their own hiring rules to see candidates in a positive light. We understand the urgency, but settling on under-performers or hiring non-hunters into hunter roles is a recipe for disaster.

Here are the rules that can’t be broken when hiring hunters for sales reps:

1. Where to Look – As we have said repeatedly, you can’t post ads and expect to attract top producing sales reps and the same goes for top performing hunters. They won’t see your ads. You need to find wherever they spend their time and you will need a compelling reason why they should hear about your opportunity.

2. What to Look For – While requisite domain knowledge varies by industry, hunters are, by nature, confident, ambitious, persistent and optimistic. These are the traits you need to be scanning for when screening potential candidates. When you find these characteristics, key in on the the other traits that mean they will fit with your company and sales team cultures.

3. How to Interview – Hunters are trained to sell in high pressure situations and they are cold blooded calm. They can think on their feet and provide great answers when required, so don’t give them an opportunity to concoct perfect answers. Don’t ask them where they would look for business with you, ask them where they find business with their current employer. Find out how they deal with constant rejection of calling on new customers. Ask them how they compete, how they deal with losses, how they get in front of big decision makers, and what kind of sacrifices they are prepared to make to be successful.

4. How to Reel Them In – They will be leaving a pipeline that they fought hard to develop. Even if their current position is not perfect for them, it is the devil they know and you are the devil they don’t know. They are risk oriented but they are also money motivated and joining you presents a risk to their income; your job is to mitigate their fears. You will need to show them how other reps are doing in your company and why they will earn as much or more with you as they are currently. Another of our posts details five ways you can attract great reps.

Good luck!

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Connect:

Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

Building a Culture of Success in Your Sales Team

This article adapted from the book Sales Recruiting 2.0 – How to Hire Top Performing Sales People, Fast

Is there any better icon of a winning culture than the New York Yankees? Each year they field a team expected to win it all and if they don’t get to the World Series, their fans are upset. This is a team that doesn’t know how to lose and they are ruthless in their pursuit of winning (ask anyone traded off their team).

We have all been part of teams where the few people are hitting targets, there is a tolerance for mediocrity and the leadership is not inspiring. Negativity breads negativity and if your team doesn’t have a culture of success, you will often pay with your job or your business.

Creating a culture of success is an absolutely critical part of a high performance sales force. Maintaining this kind of culture takes commitment and there may be times when things seem off. Pay attention because even if things have only become a little lax, getting things back on track can be a big challenge.

Start with rewarding the right behaviors.
The one best thing you can do as a leader to create the culture of success is lead by example. Practice excellence yourself. Roll up your sleeves and close a key account. Show your team you are prepared to work hard yourself and it how it pays off. They will follow your lead. Reward members of your team who go above and beyond to win and be professional (both are critical).

Add team members with the right DNA.
If things have been sliding for a while, you may need to clean house and bring in fresh blood. Not everyone will buy-in to your change program, and bringing in ambitious success oriented people who will be excited about your team’s success can have a huge impact on the others – especially the quieter ones who are heavily influenced by those around them.  Peak was once engaged by a large national telco to help them hire 60 reps in 120 days to achieve a complete overhaul in one of their divisions. That change enabled them to achieve their FY target and had a strategic impact on the company.

Communicate frequently.
Far too many sales managers skip this step – if you want your team to take part in a new culture, or to do anything for that matter, you need to tell them what you’re looking for, show them and then show them again. What is intuitive and top of mind for you, may not be for them. Communicate to your team often and demonstrate that things will improve vastly for them working as a team, following your plan.

Gandhi said “be the change you want to see in the world” and the same goes for sales culture. It starts from the top down.

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Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

Do you ask these tough questions when interviewing sales reps?

There is the old saying that sales reps perform their best selling during job interviews and much like peeling an onion, you don’t know quite know who you are interviewing until you have peeled away a few layers.

Here are some of the best kinds of questions to ask during a sales interview to find out the truth about whether you are interviewing a “keeper” sales rep:

1. Open Ended – Open questions like “tell us about yourself” give you a sense of what is top of mind for the candidate. Do they start with accomplishments or their favorite hobbies?

2. Direct Questions – Some candidates are uncomfortable with questions on quotas, achievements or dismissals and may provide vague replies. To get the truth, you will need to be direct. Did the company recognize that they achieved quota? Did they resign or were they terminated?

3. Behavioral Questions – Ask not what the person will do for you or how they perceive themselves, but instead ask how they have demonstrated relevant behaviors in the past and ask for examples.

4. Third Person – Candidates are less inclined to fabricate stories when asked about how others would describe them. Ask questions like, “if I spoke to your former boss, how would they describe you” or “if I worked with you at company X, what would I have seen in your work habits?”

5. Probing Questions – When someone answers a question, dig deeper to see how it stands up. For instance, if someone claims they are ambitious and cites examples ask them to tell you more about what how that translates into actions and meaningful results.

6. Cross Referencing Questions – Often achievements are bumped up, so get into the habit of checking claims at different points in the interview. If a rep claims certain call volume that seems aggressive, at some point later on, ask what was the average call time and do the math to see whether it was actually possible to make that many calls each day.

If you are structured and thorough in your interviews, your chances of picking the right people go through the roof!

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Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

Three Signs Your Sales Management is Failing

Picture the perfect sales manager. Happy customers, happy staff, all the sales reps are at target, zero turnover, all their hiring decisions are great and sales are growing. I know a few sales managers that live in this kind of a picture, but this is the exception rather than the rule in most companies.

If you have some of this and some of that and are wondering you or your sales manager is getting it done, the most obvious measure is the sales numbers. Beyond that what are the signs that perhaps something is wrong in sales leadership-ville? Here are three quick and dirty measures of sales management performance.

Employee Morale is Dropping
Morale and mood are directly linked to sales performance. Let morale drop and sales numbers will surely drop. As Sun Tzu wrote in the Art of War, the leader must ensure that his army feels that the battle can be won, otherwise they won’t fight to their potential. The same goes for sales reps. They have to feel like the company is strong and they can achieve their numbers, otherwise they will be emotionally resigned which will be disastrous for your numbers. It is your job to hire great sales people that are self motivated and emotionally strong, but it is also your job to keep the energy and enthusiasm high.

Turnover is High
It’s always surprises me how companies can be so blasé about high turnover. High turnover usually means a lot of your staff are new and learning the ropes. It means customers aren’t developing relationships with your staff because they change often. It means your other staff are constantly learning how to work with new people. It means you are constantly spending time and money rehiring and retraining. It also usually means you are under-performing relative to other companies that have low turnover. A little turnover is good because it brings in new ideas and energy and keeps everyone else on their toes, but more than 10% turnover is not great and more than 30% has a horrible impact on the bottom line for most companies.

Check in with your employees. Are they given the tools they need to succeed? Are they treated fairly? Is the competition you’re fostering in your sales force too stiff? Take the time to get to know how employees are feeling, and you’ll prevent pitfalls before they happen.

You’re Losing Customers
It is often said that people buy from people and that customers will purchase inferior products from a sales rep that they like. Once a customer finds a supplier that delivers what they need, they don’t like to change, but if your reps are ill informed, insensitive to the customer’s business, out of touch or not on top of the customers schedule, customers will switch. Significant turnover can happen for many reasons outside the scope of the sales function, but a big part of it is the reps that service them and the quality of this service is directly attributable to the quality of the reps you employ.

Do a quick tally of these areas. Are you where you need to be?

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Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.

Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)

What to Look for in a Great Enterprise Salesperson

We answered this question on LinkedIn:
-What are the key strengths/skills to look for in a great enterprise salesperson; someone who can swing $100,000+ deals?

Peak Response: Great question. Every company will have a slightly different set of requirements based on the unique selling environment, company culture, and whether this is an Account Manager (farmer) or Account Exec (hunter) role, but generally for an enterprise rep doing large deals ($10k deals are C-suite these days), we would normally see the following criteria, broken into three groups:

1. Skills – Selling to C-suite, solution sales, ability to sell to multiple stakeholders, selling against P/L, negotiating, presenting, closing

2. Experience – Complex sales, solution sales and lots of C-suite sales experience (generally a lot of experience proving the skills mentioned in point #1). Domain experience is nice to have but usually not critical.

3. DNA – Ambitious, resilient, persistent, competitive (for a hunter role). Relationship oriented, organized, confident (for a farmer role). Goal oriented, optimistic, smart, value added mindset and curious (for both).

We didn’t include other skills such as prospecting, cold calling, listening as these are either a given for sales roles, or are not desirable (ie. most companies would not want their high end enterprise reps prospecting).

You can see the other responses here.
What to look for in a great enterprise sales person…

Photo by Bjorn Simon.

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Connect:

Eliot Burdett

CEO at Peak Sales Recruiting
Before Peak, Eliot spent more than 20 years building and leading companies, where he took the lead in recruiting and managing high performance sales teams. He co-founded Ventrada Systems (mobile applications) and GlobalX (e-commerce software). He was also Vice President of Sales for PointShot Wireless.Eliot received his B. Comm. from Carleton University and has been honored as a Top 40 Under 40 Award winner.

He co-authored Sales Recruiting 2.0, How to Find Top Performing Sales People, Fast and provides regular insights on sales team management and hiring on the Peak Sales Recruiting Blog.

Connect:

Latest posts by Eliot Burdett (see all)