Finding success as a sales professional isn’t just about hitting quotas; it’s about building a fulfilling career that offers exciting challenges and a strong support system to overcome them.
That’s the exact kind of sales environment that Michael Tristan strives to cultivate at Motive, an AI-powered operations platform provider, where he serves as vice president of enablement and customer education. He said that the company takes a “multi-directional and transparent” approach to career development in sales, offering Career Path Maps that provide reps with a clear, documented view of what it takes to grow.
“We share these transparently and proactively and encourage every rep to have open, development-focused conversations with their leader,” Tristan said.
By putting supportive systems in place, companies can help their salespeople thrive now — and in the future. That’s the approach sales leaders take at MongoDB, a company that helps developers and businesses build and deploy AI-powered applications.
Area Vice President Sachin Chawla and his fellow sales leaders at MongoDB empower sales professionals to evolve through a “BDR to CRO” framework, which gives every salesperson clear visibility into diverse career paths and structured support to own their trajectory. This framework is bolstered by various career development programs, such as the “Upskill” program, which offers rigorous in-role development for salespeople transitioning into new roles.
“Together, these initiatives ensure we consistently build our internal bench and develop the future leaders of MongoDB,” Chawla said.
Below, Tristan, Chawla and sales leaders from eight other companies share how their employers help sales professionals achieve long-term growth through supportive career development programs and frameworks.
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MongoDB’s modern database platform and integrated services are designed to empower developers and businesses to build and deploy AI-powered applications.
How does MongoDB support career progression for sales professionals beyond performance metrics?
We empower sales professionals to own their career trajectory through a structured, employee-led, manager-enabled framework. Our commitment is evident in our leadership pipeline: Approximately 70 percent of our sales leaders are promoted from within. Our “BDR to CRO” program anchors growth in the 70-20-10 principle:
70 percent on-the-job: situational stretch experiences such as acting as a proxy for leaders, taking up extended roles, new initiatives, leading regional enablement and participating in our “Aspiring Manager” initiative.
20 percent mentorship: skip-level conversations with senior leadership, mentorship outside reporting lines and structured brand feedback exercises.
10 percent formal education: leadership development programs, on-demand learning courses and skill certifications to build functional mastery.
We treat internal mobility as a core business strategy, facilitating transitions across business units and supporting regional mobility to help our talent explore opportunities across countries and regions. Growth at MongoDB is continuous, transparent and aligned with individual aspirations.
“We treat internal mobility as a core business strategy, facilitating transitions across business units and supporting regional mobility to help our talent explore opportunities across countries and regions.”
What training, mentorship or coaching programs have been most effective in developing talent internally?
Our “BDR to CRO” framework, launched in 2019, gives every salesperson clear visibility into diverse career paths and structured support to own their trajectory. Individual development plans are core to this: Managers actively partner with direct reports to identify growth areas, set milestones and prepare them for future roles.
To bridge the gap between roles, our “Upskill” program offers rigorous in-role development for those moving into new teams. It features deep collaboration between current and future managers, regular written feedback and clear success criteria, effectively de-risking career pivots.
Two programs accelerate this further: “Aspiring Manager,” our flagship program that prepares high-potential ICs for leadership, boasting a ~75 percent promotion rate for participants; and peer-to-peer enablement, which involves tenured AEs coaching peers, facilitating rapid ramp-up and providing “step-up” learning opportunities.
Together, these initiatives ensure we consistently build our internal bench and develop the future leaders of MongoDB.
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
One of our clearest examples is a regional director who advanced to regional vice president through our development culture. Over their tenure, they closed a record-breaking deal in the Asia-Pacific region, led their team through significant organizational transitions and took on responsibility for our digital native business, all while being actively supported through mentorship, stretch assignments and access to senior leadership.
Their trajectory reflects exactly what our “BDR to CRO” framework is designed to do: Identify high performers early, give them real ownership before they’re promoted and create a clear, supported path from individual contributor to senior leadership. This is far from an isolated case: APAC alone has produced multiple similar promotions in recent years, from individual contributors rising to regional director to regional directors advancing to regional vice president.
Wipfli is an advisory firm that offers services across a wide range of disciplines, from accounting and business transition strategy to AI and cybersecurity.
How does Wipfli support career progression for sales professionals beyond performance metrics?
At Wipfli, career progression for sales professionals goes beyond measuring KPIs. While metrics such as pipeline growth, bookings, revenue attainment and client engagement are important indicators of success, our approach focuses equally on professional development, leadership growth and long-term career readiness.
One of the ways we support this is through SMART goals. Every associate is encouraged to create goals that are specific, measurable, achievable, relevant and time-bound. These goals are not just about hitting a sales target; they help individuals intentionally plan their professional development, strengthen their unique contributions, prepare them as leaders and align their efforts with Wipfli’s broader strategic priorities.
What training, mentorship, or coaching programs have been most effective in developing talent internally?
One of the ways we invest in our associates’ growth is through a leadership curriculum designed to support success at every stage of their careers. We offer several leadership development programs that focus on different aspects of leadership, from building personal effectiveness to leading and developing others.
“We offer several leadership development programs that focus on different aspects of leadership, from building personal effectiveness to leading and developing others.”
Programs like “The 7 Habits of Highly Effective People” help associates strengthen self-leadership skills, become more proactive and build habits that support long-term professional and personal success. As associates take on greater responsibilities, programs such as “The 4 Essential Roles of Leadership” help them learn how to inspire trust, create a clear vision and support the growth and success of those around them.
Development at Wipfli extends well beyond formal training. Associates partner with performance coaches, mentors and leaders who help them navigate career goals, identify strengths and explore growth opportunities. These ongoing coaching relationships help turn learning into action and support continuous development throughout an associate’s career. Many associates also choose to continue their leadership journey by serving as program mentors.
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
One of my partners, George, said, “I use ‘The 7 Habits of Highly Effective People’ daily. The consistent reminders of the 7 habits framework always allowed me to make the right business decisions and deepen relationships.”
Fortune Brands Innovations is a home, security and digital products company operating a portfolio of brands that includes Moen, House of Rohl and SentrySafe.
How does Fortune Brands Innovations support career progression for sales professionals beyond performance metrics?
At Fortune Brands, career progression is built on developing expertise, expanding business knowledge and creating opportunities for growth across the organization. Within Moen, a part of our water business, the territory manager role serves as a strong foundation, allowing associates to gain experience across product categories, customer segments and stakeholder groups. Many associates choose to build long-term careers in this role, advancing to senior territory manager through demonstrated expertise and performance. Others pursue specialized paths, such as becoming a regional multifamily business development manager or focusing on other key market segments. From there, opportunities continue to grow, including advancement to senior BDM, national strategic account manager or leadership roles such as regional manager. The breadth of career paths available allows sales professionals to shape their careers based on their interests, strengths and long-term goals.
What training, mentorship or coaching programs have been most effective in developing talent internally?
Moen offers formal development opportunities, including programs such as the FBIN BEST Cohort and the Moen Sales Leadership Development Program. Equally valuable, however, is the collaborative structure of our sales organization, which creates everyday opportunities for mentorship, coaching and cross-functional learning. Success in our sales environment depends on strong partnerships across roles and teams. Territory managers, business development managers and strategic account managers work closely together to execute initiatives, support customers and drive results. Through joint customer meetings, training sessions, events and field collaboration, associates gain hands-on exposure to different areas of the business while learning from experienced colleagues. This combination of formal development programs and real-world collaboration helps associates build skills, broaden their perspectives and prepare for future growth opportunities.
“Through joint customer meetings, training sessions, events and field collaboration, associates gain hands-on exposure to different areas of the business while learning from experienced colleagues.”
Can you share an example of someone who advanced through the ranks because of your development programs.
One of the strengths of our organization is the number of opportunities available for associates to grow their careers internally. I entered the Moen Sales Leadership Development Program as a senior territory manager, advanced to a business development manager role and later progressed into my current position as a regional manager. Several of my classmates from the program have also gone on to become senior strategic account managers. Because our sales organization is highly collaborative, associates gain exposure to multiple segments of the business and develop a well-rounded understanding of our customers, products and strategies. This foundation not only supports day-to-day success but also empowers associates to pursue career paths that align with their individual aspirations.
Motive’s AI-powered operations platform is designed to automate vehicle and equipment tracking, driver safety, compliance, maintenance, spend management and more.
How does Motive support career progression for sales professionals beyond performance metrics?
We believe career development should be multi-directional and transparent. Our Career Path Maps give every sales professional a clear, documented view of what it takes to advance — the competencies, behaviors and milestones that define progression from one level to the next. We share these transparently and proactively and encourage every rep to have open, development-focused conversations with their leader.
We’ve invested heavily in structured internal mobility through the Motive Bridge Program, a set of formal pathways that prepares high-performers for next-level roles through live training, scored certifications, mentorship and real-world application. The Bridge Program serves paths like SDR to AE and mid-market AE to enterprise AE, among many others. Eligibility is criteria-based — tenure, performance and good standing — making the promotion path feel clear, achievable and fair, not arbitrary.
“We’ve invested heavily in structured internal mobility through the Motive Bridge Program, a set of formal pathways that prepares high-performers for next-level roles through live training, scored certifications, mentorship and real-world application.”
Throughout the program, we track engagement, competency signals and readiness in addition to quota attainment, giving enablement and sales leaders a fuller picture of who’s ready to grow and what they need to get there.
What training, mentorship or coaching programs have been most effective in developing talent internally?
The Spark Onboarding (90 NPS) and Ignite Leader Programs set the tone, ensuring new team members hit the ground running quickly.
From there, growth is ongoing. Every GTM team has an enablement business partner that embeds in their organization to understand specific needs so ongoing training is relevant, moves the needle and never wastes time. Like the sellers they support, business partners hold themselves to a quarterly target to measure their impact and ensure they drive success for their reps.
When it’s time to move up, the Bridge Program is the most impactful, offering live workshops, certifications and one-on-one mentorship built by sales leaders, experts across the ecosystem and enablement. In the first quarter of 2026, 138 reps graduated across all bridges with a 90 percent-plus promotion rate and an 80 NPS.
Underpinning it all is the Motive Value Architecture, our proprietary sales methodology, enabled org-wide. Since rollout, we have seen win rates climb (in double digits) and time-to-close shorten globally, with strongest improvements in our enterprise segments.
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
Cal Stephenson is a great example of what Motive’s development culture can produce. He joined Motive as an SDR — his first sales role out of college — and through the Bridge Program, moved into a mid-market account executive role, his first AE role. The training content mattered, but so did mentorship from experienced AEs and the confidence gained from proving himself through certifications and assessments. Bridge gave Cal a roadmap, accountability and peers navigating the same transition.
Cal’s story isn’t unique. Bridget Dixon, another Bridge alum and now a Mid-Market AE, said, “Doing role-play discovery calls really got my gears turning and made me more comfortable with questions that I otherwise wasn’t getting on the phones or wouldn’t expect to receive as an SDR.”
These outcomes come from deliberate investment in programs that treat career progression as a system, built into how Motive operates. Across the employee journey, Motive strives for talent development that shows up in the numbers, where it matters most to the team members we serve.
Zocdoc’s platform helps people find in-network doctors in their area, book appointments online, read other patients’ reviews, fill out their paperwork online, and more.
How does Zocdoc support career progression for sales professionals beyond performance metrics?
At Zocdoc, we support career progression in sales by looking beyond quota and asking what capabilities are actually driving performance. We pair clear expectations around core parts of the job, like prospecting, objection handling and closing discipline, with a competency-based framework built from Korn Ferry and mapped to Zocdoc’s core values.
That gives managers a more useful lens than a simple leaderboard. They can look at outcomes as well as the underlying strengths, gaps and patterns that explain those outcomes. From there, coaching becomes much more individualized. A rep who is still building confidence in the fundamentals needs a very different growth conversation than someone who is consistently delivering and ready for stretch work. Instead of putting everyone on the same one- to three-year track, we meet people where they are and help them build from there.
“Instead of putting everyone on the same one- to three-year track, we meet people where they are and help them build from there.”
Over time, that creates a clearer view of what could come next, whether that is a bigger book of business, a different customer segment or even a different function across the company. It turns career development into an ongoing conversation rather than a once-a-year checkpoint for growth overall now.
What training, mentorship or coaching programs have been most effective in developing talent internally?
The most effective approach for us has been to avoid treating training, mentorship and coaching as three separate programs. Instead, we build them into how we manage performance and development every day.
First, we use a shared competency language across the sales organization, so managers and reps can talk about growth in a consistent way, no matter which team or segment someone sits in. That helps people understand what success looks like now and what skills will matter in whatever they want to do next.
Second, we have invested heavily in sales enablement. New products, messaging and process changes are introduced through standardized onboarding, e-learnings and classroom-style training, which creates a strong baseline for everyone. That matters because it frees managers up to focus less on basic instruction and more on development and personalized coaching. The real value comes when a manager can adapt guidance to how a specific rep learns and where they are struggling or ready to stretch. Our ERGs also create mentorship opportunities, which broadens perspective and supports long-term career growth. It makes development feel practical, visible and continuous.
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
A strong example comes from our enterprise onboarding organization. When its current leader stepped in a year ago, they had a large focus on building a culture around clearer expectations for what great performance looks like, more transparent career conversations and coaching plans tailored to each person’s interests and ambitions.
That work led to a new senior enterprise onboarding partner role for people ready to take on greater scope and impact. One employee had been in the same position for a few years, but once the expectations and coaching structure became clearer, they leaned in quickly. Within about six months, they moved from simply doing the role to asking for more responsibility, mentoring peers and raising their hand for the next challenge. They are now on track to join the first class of senior enterprise onboarding partners this year, too. For us, that is the clearest proof point: When people understand what great looks like and feel supported getting there, advancement follows.
Webflow is the agentic web platform for modern marketing teams - build, optimize, and automate web experiences with AI built in.
How does Webflow support career progression for sales professionals beyond performance metrics?
Tammy: It starts before someone’s fully in a role. New hires go through Basecamp, a week at our San Francisco headquarters where they meet execs and cover skills, methodology and product. From there, enablement runs in parallel, built around the sales skills people need in a role that keeps evolving.
Lindsay: Basecamp also builds trust and culture from day one. New hires interview a peer and share their “superpowers,” plus we build in dinners and team activities all week. How you start shapes how long you stay.
I’m especially passionate about Horizon, our leadership program for revenue leaders. It’s a monthly cadence built around coaching, using frameworks like Skill-Will and The Coaching Habit, helping leaders stay curious and coach well. People stay when they have a strong team and a leader who lets them fail fast with real support. We also run quarterly activation weeks tied to product launches, so enablement stays intentional and tied to real customer value.
Bottom line: This isn’t a quarterly-check-in exercise. It’s continuous coaching, backed by tools like Gong that show people what great looks like.
What training, mentorship or coaching programs have been most effective in developing talent internally?
Tammy: Beyond Basecamp and Horizon, we're launching Embark, a re-onboarding program for AEs who joined during a stretch without as much structured programming. It gives them a boost, whether that’s product or sales skills, to close gaps earlier in their journey.
Lindsay: Our leaders don’t just run these programs — they live them. Tammy often kicks off enablement sessions to set the “why,” and our leaders do live role-plays and help shape the content itself. Nobody walks in blind. They’re either involved or they get a preview and a coaching guide for their next one-on-one. I think of enablement as change management. We’re all evolving together.
Ramp Summit is worth mentioning, too. It’s an eight-week program every new hire enters after Basecamp. It’s a weekly drumbeat that meets people where they are, whether that’s week two or four, right as they’re prospecting or stepping into their first deals. Our leaders run a lot of those sessions themselves.
And honestly, some of this comes down to who we hire. We look for leaders who are coachable, open to feedback, and who genuinely want to develop people, not managers who lead from behind a dashboard.
“We look for leaders who are coachable, open to feedback, and who genuinely want to develop people, not managers who lead from behind a dashboard.”
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
Lindsay: I’m incredibly proud of one employee on our sales team. He started as a BDR about three years ago, was promoted to SDR, then to growth AE, and most recently moved into SDR management, his first people-leadership role. Every time you talk to him about his career here, he says, “This is where I’m supposed to be.” He’s brought so much insight to the SDR team, and it’s been genuinely rewarding to watch him grow into it.
Tammy: What stands out to me is that each of those roles asked something different of him, and every single time, he leaned in and took the coaching to heart. His team would run through walls for him, and I think that says everything about how he leads.
There are so many others, too. Employees who’ve been here through different eras and stages of the company all share one thing: They’re deeply invested in their own growth. I still do one-on-ones where people consistently ask, “What am I missing? Where are the gaps?” They almost don’t want to hear what’s going well. That hunger says a lot about who we hire and about the culture we keep building.
Luxury Presence’s AI-powered growth platform is designed to help real estate agents, teams and brokerages build branded websites, get discovered through Google and AI search, generate leads with paid advertising, and more.
How does Luxury Presence support career progression for sales professionals beyond performance metrics?
At Luxury Presence, progression isn’t just about hitting numbers — it’s about developing the whole rep. The standard is high, but so is the investment. My job as a manager is to hold both: the standard and the relationship. Those aren’t in conflict. When I’m pushing someone harder, it’s because I see what they’re capable of. That’s the culture here: belief-driven, not documentation-driven.
What training, mentorship or coaching programs have been most effective in developing talent internally?
The most effective thing we do is stay close with more one-on-one time, more specific feedback and more accountability, especially during the hard stretches. A lot of companies pull back when a rep is struggling. We don’t. Showing up when it’s hard is the signal that you still believe in them. That consistency is the program.
“The most effective thing we do is stay close with more one-on-one time, more specific feedback and more accountability, especially during the hard stretches.”
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
I had a rep who had won awards and been a top performer, then hit a stretch where nothing was working. A lot of managers would have started building the exit case. I kept coaching and kept holding her to a higher standard because I knew she could meet it. She came back stronger, more confident and more resilient. That’s the moment that reminds me why I’m here — not to manage people out, but to serve them.
AcuityMD’s intelligence platform is designed to help medical technology companies identify target markets, surface top opportunities and grow their businesses.
How does AcuityMD support career progression for sales professionals beyond performance metrics?
For me, career progression starts with potential and independent initiative, not just quota attainment. Performance/effort definitely earns trust through consistency, but we also look for people who invest in themselves, seek feedback, take on challenges outside their role and consistently raise the bar for those around them.
One thing I appreciate about AcuityMD is that leaders are encouraged to help people grow toward the career they want, even if it’s beyond their current role. That means creating clear development plans, providing opportunities and making coaching an ongoing investment rather than something that’s only tied to hitting a number.
What training, mentorship or coaching programs have been most effective in developing talent internally?
The most effective development happens when formal learning is paired with real-world application. We’ve seen the biggest impact by combining consistent coaching, peer shadowing and structured learning resources with opportunities to immediately put those skills into practice.
“We’ve seen the biggest impact by combining consistent coaching, peer shadowing and structured learning resources with opportunities to immediately put those skills into practice.”
Just as importantly, we’ve worked to create a culture where feedback is continuous and reciprocal, not reserved for quarterly reviews. That combination of ongoing coaching, clear expectations and investment in long-term growth has helped people build confidence and prepare for their next role, not just improve in their current one.
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
One of the things I’m most proud of is seeing people grow into roles they were intentional about pursuing. Baylee Hassell, a sales development representative on my team, transitioned into sales enablement after consistently demonstrating a passion for coaching and helping others improve. Will Housley and Marina Russo, who also started as SDRs at AcuityMD, both advanced into account manager roles by pairing strong performance with a genuine commitment to developing the skills needed for the next level.
Those moves weren’t just the result of hitting numbers. They reflected curiosity, initiative, coachability and a will to invest in their own growth. That’s the kind of progression we try to create at AcuityMD — giving people the support, opportunities and feedback to build careers, not just succeed in their current role.
Tufin’s solutions are designed to help large enterprises manage and enforce a unified security policy across their complex networks and cloud environments.
How does Tufin support career progression for sales professionals beyond performance metrics?
Tufin supports career progression by investing in its people and their long-term growth, not just performance results. During my two years on the BDR team and now six months on the named accounts team, I’ve had the opportunity to learn from exceptional leaders and peers who have provided mentorship, guidance and opportunities to grow. The culture at Tufin is one where people genuinely care about each other’s success. I’ve been able to learn firsthand by shadowing and working alongside experienced sales professionals who have equipped me with the skills and confidence to succeed in my first full-cycle sales role. While performance metrics are important, success is also measured by your willingness to learn, the teammate and seller you become, and how you embody Tufin’s values. I’ve been given the space to develop at my own pace, with colleagues who consistently provide constructive feedback, support and development opportunities that have helped accelerate my progression.
“I’ve been given the space to develop at my own pace, with colleagues who consistently provide constructive feedback, support and development opportunities that have helped accelerate my progression.”
What training, mentorship or coaching programs have been most effective in developing talent internally?
The most effective development at Tufin has come from a combination of structured onboarding, hands-on coaching and mentorship. As a BDR, I benefited from formal sales training, regular enablement sessions, call reviews and role-playing exercises that helped build a strong foundation. As I transitioned to the named accounts team, I continued to receive personalized coaching from my manager and experienced account executives who invested time in sharing best practices, providing feedback and involving me in customer meetings.
What has made the biggest impact is Tufin’s culture of knowledge-sharing. From Slack to Zoom to time in the office or at company events, top performers and leaders are approachable and willing to mentor others, whether that’s through deal strategy sessions, shadowing opportunities or informal coaching. That continuous support has accelerated my development and given me the confidence to succeed in my first full-cycle sales role. The investment in people extends beyond formal programs; it’s embedded in the way teams collaborate and help one another grow every day.
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
I believe both my own career and those of many former BDRs are great examples of how Tufin’s culture supports internal growth. Many of us joined Tufin as BDRs and spent one to two years building a strong foundation through structured training, mentorship and consistent coaching. During that time, we had opportunities to learn from experienced professionals across sales, marketing, sales engineering and professional services, shadow customer meetings, participate in company and team sessions, and receive regular feedback from leaders and peers.
At the beginning of 2026, I was promoted to the named accounts team, taking on my first full-cycle account management role. That transition was made possible not only by my performance, but by Tufin’s investment in my development. The trust, coaching and opportunities I received prepared me to take on greater responsibility with confidence. Beyond my own experience, many former BDRs have successfully advanced into account management, new logo sales, marketing, sales engineering and professional services, demonstrating Tufin’s commitment to developing talent from within and creating meaningful long-term career paths.
Edmunds’ marketplace enables consumers to shop for new and used vehicles, discover their vehicle’s value and read reviews to guide their car-purchasing decisions.
How does Edmunds support career progression for sales professionals beyond performance metrics?
One of the things I appreciate most about working here is that professional development isn’t just talked about — it is actually built into the day to day. We use our goal-setting and feedback process, “Fuel Your Goals,” as a framework to map out our personal goals and career paths, and we have the “Driver’s ED Badging Program” to focus on learning and applying new skills with the support of accountability partners. Having these resources available creates a real emphasis on continuous growth and career development ownership.
The best example of this for me was competing in this year’s companywide hackathon. Historically, you needed a technical background to participate, but this year it was opened up to everyone, thanks to our new AI vibe-coding tool. I used it to design a website enhancement based directly on feedback from clients. Presenting that pitch directly to our product team was a great experience. It is rare for sales feedback to have that kind of direct line to product development, and it felt amazing to have our voice genuinely heard across different departments.
What training, mentorship or coaching programs have been most effective in developing talent internally?
The most effective internal development comes from combining personalized training with practical, hands-on support. Rather than a one-size-fits-all approach, training is tailored to an employee’s specific skill level and reinforced by connecting them with our in-house experts, product specialists, for real-world coaching. A big part of this is our ride-alongs, or “four-legged calls,” where we join account executives to provide real-time feedback right after a meeting. This is a highly collaborative process, and it is not limited to direct managers. Depending on what an account executive needs, co-workers from training, sales development and other experienced account executives will jump in to help.
“Rather than a one-size-fits-all approach, training is tailored to an employee’s specific skill level and reinforced by connecting them with our in-house experts, product specialists, for real-world coaching.”
Can you share an example of someone who advanced through the ranks because of your development programs or culture?
We recently had two account executives on our team promoted to sales manager. Both were incredibly resourceful and consistently took advantage of our learning programs to mentor others, present and build new skills, all while exceeding their sales goals. What stood out most was how they balanced daily performance with long-term development. Even though these programs required a meaningful time commitment, they applied what they learned to become more efficient in their day-to-day roles, proving that investing in yourself pays off both now and in the future.
My own path to executive director at Edmunds is another example of how flexible and supportive this culture can be. I actually started out as an account executive, which is where I fell in love with Google Analytics. That specific interest led me into a product specialist role on the sales team, and the deep product knowledge I gained there eventually made me a great fit to move over to the support side of the business as a director on the sales development team. Navigating both the sales and support sides of the business is exactly what prepared me to step into my current role leading a division of account executives.
