Named Accounts Executive Lead

Purpose of the role

As an Named Account Executive you’ll be responsible for driving sales of Redgate’s solutions within a defined Named Accounts. You’ll manage 60 named accounts that meet our ICP. You will manage all aspects of the sales process including lead management, qualification, evaluation, close and account care. This role is a quota-carrying sales position that plays an integral role in the success of the overall sales team.

Key Competencies

The Redgate Way

Acts as an ambassador for Redgate’s values and company strategy, including understanding the business, being tenacious in fulfilling our business goals, and being receptive to learn and adapt along the journey.

Brings and fosters positive energy with colleagues. Champions positive change in alignment with Redgate’s strategy.
Is determined to succeed. Takes a proactive approach to developing themselves.
Contributes to other’s growth. Provides expert advice, as well as feedback in a warm and growth-oriented manner.
Uses and contributes to the great calls folder on a regular basis.
Is seen as an ambassador for Redgate's values and company strategy, both internally and externally.
Actively pursues achieving Redgate’s commercial business goals through commitment and ongoing development.
Communicates with other departments and teams and provides new opportunities/improvements as a result.

The Redgate Mindset

Utilises the 3-dimensions of mindset (a balance of responsibility, resilience and rigour) to add value across the customer’s “Buying Cycle” and deliver successful outcomes.

Applies a balance of responsibility, resilience and rigour to add value across the Buying Cycle and deliver a successful outcome.
Takes responsibility and ownership for proactively influencing the outcome of a given situation, wherever possible.
Demonstrates resilience when dealing with setbacks, and proactively aims to reduce their impact through using a range of techniques and approaches to stay focused and continue to plan and execute.
Takes a rigorous approach to selling at each step in the customer’s experience of their Buying Cycle, and is prepared to go the extra mile in terms of applied effort, developing skills and following process discipline.
Has a good level of self-awareness. Is able to notice when thinking or behaviour is out of balance and then use this to change the pattern to become more productive.
Receptive to and incorporates feedback in order to improve.

Competitive Advantage

Balances appropriate use of insight, influence and trust across each stage of the customer’s buying cycle experience in order to create value for clients and stakeholders.

Connects ‘what’ Redgate customers buy, (e.g. products and services, company capabilities, people and other e.g. relationships), to the value it delivers for them (strategic, tactical, political and / or individual).
Throughout the sales process, focuses on the customer’s Buying Cycle and identifies opportunities to add value to each stage in order to influence the outcome of the sale.
Balances appropriate use of insight, influence, and trust across each stage of the customer’s Buying Cycle to create value for clients and stakeholders.
Is able to identify and share disruptive insights, and underlying motivational causes, into customer’s needs, solutions and decision process.
Influences desired outcomes within each account, through the ethical use of behavioural economics to support momentum in each stage of the customer’s Buying Cycle.
Has a good level of self-awareness into how to use insight, influence and trust to impact outcomes.
Gains access to key decision makers through demonstrating credibility and reliability. Builds trusting relationships that facilitate insightful and influential interactions.

Redgate Domain Expertise

Understands Redgate's offering and the value our products have for customers.

Demonstrates thorough understanding of Redgate’s product and solution portfolio.
Aligns solutions to client needs in a manner which is commercially favourable to Redgate.

Pipeline Management

Prioritises accounts and maximises the return on sales time for opportunities. Diagnoses common pipeline issues and identifies which leading and lagging key metrics to track.

Constantly assesses the health of the sales pipeline, taking into account both leading (e.g. conversion rates, stage, size) and lagging sales indicators (e.g. results against sales quota).
Proactively analyses the six key aspects that impact effective pipeline management, including; size vs plan, shape (deals at each stage of the buying cycle), leakage (drop offs at all stages), mix, velocity and always focuses upon those must-win deals that can have a significant impact business performance.
Successfully diagnoses each “at-risk” and/or significant sales opportunity, thus correctly identifying those factors that improve the likelihood of winning such deals.
Understands who is in the buying centre, understands decision criteria, and aligns insights into the decision criteria.
Uses influence and effective communication to enhance the likelihood of winning a deal.
Uses insight and feedback from the shape of the pipeline to reflect on territory plan / strategic account plans (as appropriate for the role). Refines and improves plans in order to impact the health of the pipeline.

Forecasting

Generates accurate revenue forecasts based on objective tests for different probability levels. Ensure that the reliability of forecasts is maintained as new information comes to light.

Consistently creates highly accurate sales forecasts using realistic estimates of ‘win probabilities.'
Is fully familiar with the most common causes of failure in sales forecasting. E.g. chronic under-estimation, over-estimation or inaccuracy in analysing forecasting risks early on. Consistently and accurately uses the MEDDPICC framework to guide forecasting accuracy.
Delivers an accurate individual sales forecast that considers the size, probability and timing of individual deals. Uses objective data based on observable buyer behaviour to create accurate probability estimates, in line with MEDDPICC traffic light requirements (red, amber, green).
Proactively uses win/loss analysis and a comparison of forecast vs. actual revenue to improve the accuracy of sales forecasts, recognising that any forecast only represents a moment in time and therefore requires regular refinement/revisions in order to be of predictive value.
Proactively works with key client team members impacted by the forecast, in order to align on client growth strategy, and diagnose growth limitation concerns as a collaborative team.

Prospecting

Explores the customer’s objectives (their KPIs, the challenges they must overcome, and their wider goals) and maps Redgate’s capabilities onto these objectives in order to identify potential opportunities.

Consistently prepares a clear and effective territory plan in which to execute prospecting efforts against. Reflects and measures success against the plan in order to refine and improve the approach.
Tactfully leverages social, digital and behavioural skills to connect with receptive contacts within the target company. Leads the contact to validate ideas around the value offered by Redgate, and helps to identify the problem owners.
Accurately and consistently reviews quota and systematically calculates the number of client opportunities needed to find (annually and weekly) in order to meet target.
Successfully uses a range of approaches including referrals, to identify, profile and connect with individuals at the target company who might be receptive.
Always clarifies the value of an initial meeting. Overcomes any resistance to securing a meeting through finding ways to increase the benefits to the prospect.

Essential Selling

Employs a natural selling style to link how customers buy with how you sell, and hones behaviour to best practice standard. Understands how customers see value and which stage of the Buying Cycle they are in.

Successfully identifies and maximises how customers see value.
Is able to correctly identify which stage of the Buying Cycle the customer / prospect is in.
Builds rapport through verbal and non-verbal mirroring, and can adapt to a myriad of social styles. Engages customers with positive and persuasive language, and is able to empathetically think from the shoes of the customer when creating and articulating value for them.
Accurately understands how buyers define what their needs are, and what they find valuable including the criteria on which a product/solution selection will be made.
Has a broad range of questioning techniques. Is an active listener which builds rapport, trust and understanding with the client/prospect.
Proactively scans a broad range of products/solutions and is able to match the suggested solution in alignment with the customer’s needs and decision criteria.
Ensures value is presented to the customer through a positive feel-good experience for the customer, reducing the effort needed for them to commit to the deal.

Creating Value

Successfully identifies and maximises the value of the ‘Sweet Spot’ between what a customer needs now (or in the future) and Redgate’s capabilities.
Finds opportunities to create value at all levels of value, i.e. strategic, tactical, individual and political, by identifying and sharing insights into both needs and possible solutions.
Creates explicit needs by validating customer objectives, uncovering any barriers to achieving those objectives and the root causes of those barriers. Identifies which of Redgate’s capabilities can address the customer’s needs.
Builds momentum through finding or creating a need that is a priority, justifying the cost of a solution, and helping to reframe the customers thinking towards taking immediate action.
Creates a compelling Value Proposal to quantify the potential impact of Redgate’s solution, expressed in our client’s own terms.
Qualifies and prioritises potential opportunities based on both the attractiveness and achievability of the deal. Where appropriate, reframes the decision back to the beginning stages of the customer’s buying journey, in order to improve outcomes for both Redgate and our customer.
Maps key customer stakeholders in terms of both influence and alignment. Develops strategies to improve the political support for Redgate’s solution from multiple stakeholders within the client account.
Anticipates, actively uncovers, and takes steps to reduce perceived and actual risks that the client/prospect may have in relation to working with Redgate and using our solutions.

Negotiating Value

Spots opportunities and retains goodwill through creating value for both Redgate and our clients, whilst defending margins against price pressure and common procurement tactics and strategies.

Understands the key concepts of positional and principled negotiation and how to combine them to create optimal outcomes.
Understands own negotiation style and successfully reads that of the client. Leverages strengths to achieve a commercial advantage for Redgate. Identifies opportunities to improve outcomes and knows the best strategies to use in each case.
Has mastered the key behavioural tools in negotiation. For example, knows when to use positive vs. negative framing, and how to use anchoring to create an advantage.
Explores customer interests to create a wide range of negotiating variables.
Creates value by proactively suggesting “Give/Get trades,” and responds to customer demands to minimise value leakage, uncover more information, and signal a strong negotiating position.

Commercial Acumen

Applies financial fluency when assembling and negotiating on deals, in order to increase deal size, share of wallet, margin, and conversion rate.

Acts as a financial detective to analyse customer accounts using a range of techniques, including: trends, ratios and benchmarks. Uses this to support sales activities in order to improve the financial performance of each account.
Identifies the impact of Redgate’s solutions on the customer’s business model. Understands how they evaluate this financial impact, including the effects of uncertainty and the time of value of money (e.g. Net Present Value).
Reduces cost leakages from active accounts in order to maximise net margin and minimise cost.
Is able to manage the drivers of working capital during the sale, negotiation, and implementation process.
Understands and can use and explain the P&L, Balance Sheet, and Cash Flow Statement, as they apply to clients and also to an account.
Is able to recognise how to use these to gather insight, build trust and influence account outcomes.
Accurately manages price based on the triangulation of cost, competitor, and customer factors.
Successfully manages price/volume trade offs and understands the impact on gross margin. Manages the balance between discounting to win and gross margin with sound judgement and insight.

Account Management

Maximises share of wallet and margin, deal size and renewal rate through applying account knowledge and data in order to uncover insight into a customer’s needs and apply it to strategic account planning. Uses a pro-active, question-based approach geared to anticipate and solve client’s problems.

Has a strategic vision for each customer, and ideally for each buying unit within the customer account. Uses this insight to prioritise strategic initiatives and opportunities. Creates solid action plans to execute, then implements and tracks them with the wider team as applicable.
Accurately and consistently explores the customer’s objectives (their KPI’s, the challenges they must overcome, and their wider goals).
Maps Redgate’s capabilities onto these objectives in order to identify potential opportunities.
Proactively builds advocacy through managing and aligning stakeholder relationships. Communicates the impact in the customer’s terms, and engages with any applicable metrics, such as engagement and usage, in addition to the impact Redgate’s solutions have made to their organisation.
Measures value and brings insights into recent trends, best practices, and results vs. other benchmarks. Tracks account health and identifies opportunities to optimise performance, and articulates benefits to our customer.
Identifies and articulates the factors reducing the profitability of an account. Uses creativity and works with the broader team to develop actions to improve both gross and net margin.
Leads strategic account clinics, involving all commercial roles and delivery teams related to the client.

Business Acumen

Maximises value creation in the eyes of the customer, and maximises share of wallet for Redgate through understanding the business areas that our products enhance within our customer’s business.

Can analyse and strengthen strategies through applying key frameworks. E.g. Where, how, when to compete.
Recognises typical business models and is able to map their impact of products/services onto individual Redgate customer strategies.
Understands the typical objectives of a Finance function. Is sufficiently fluent with the P&L, Balance Sheet and Cash Flow statement. As a result, is able to hold discussions around the business impact of products, make proposals that fit with the way CFO’s and CTO’s make investment decisions.
Understands the typical objectives of an HR function, including the way that culture and other people-based capabilities determine the performance of the business. Links these outcomes to the benefit of Redgate’s solution where appropriate and dependent on the stakeholder involved.
Understands the typical objectives of the Operations function, and is able to map the impact of Redgate’s products to the value they create for Operations. Is able to discuss key operational issues and tools, such as lean six signa, at a high level with a COO and / or CTO.
Understands the typical objectives of the Technology function, including defining a technological vision, implementing technology strategies, and aligning resources with the company’s business needs. Is able to map the impact of Redgate’s products to the value they create for a CTO. Is able to discuss key technological advances and issues as appropriate.
Understands the typical objectives of a Marketing function. Assesses an organisation’s Marketing strategy in terms of segmentation, targeting and positioning. Is able to identify the key tactical approaches being used and how our products support our customers from a Marketing perspective.
Knows the key drivers of a Sales function, including what a Chief Sales Officer (or equivalent) will consider when optimising their revenue and growth. Is confident when identifying their sources of pain in the sales organisation, and how our solution might help alleviate them, where applicable.

Key Metrics

Number of calls per week
Number of emails per week
New sales opportunities created
Closed won revenue
Win rate
Pipeline coverage of future quarter
Number of account plans completed