360Learning Career Growth & Development

Tell us about your sales journey thus far.

I started on the inbound BDR team. Eight months later, I was invited to join the outbound BDR team. Within six months, I was invited to take the AE readiness program to join the mid-market account executive team. Working with coaches who recognized what I wanted in my career path as well as unfettered access to coaches and mentors on other teams helped me achieve my rapid growth.
 

What is the sales culture like at 360Learning?

The sales culture is competitive, but also extremely supportive. Team members are quick to jump in and help each other with resources, coaching and advice.
 

What advice do you have for sales professionals who want to join your team?

Being organized and consultative are critical components of finding success on the team. Time management, adaptability and a strong collaborative nature to work with sales engineers, partners, etc. are also key to finding success. You must be driven and resourceful and look at obstacles as unique challenges instead of barriers.

Which skills do you leverage most often in your day-to-day work?

As a sales rep at 360Learning, the skill I rely on most consistently is active listening. It’s easy to default to pitching, but the real value comes from understanding, not just assuming what challenges a prospect is actually trying to solve. That means asking better questions, pausing to let people fully articulate their current pains, and connecting the dots between what they’re saying and how our solution can actually help.

On top of that, I lean heavily on collaborative problem-solving. At 360Learning, our approach is all about co-constructing value with prospects. We don’t just hand over a general demo; we workshop ideas with champions, loop in subject matter experts when needed, and tailor everything to their ecosystem. That skill has been key in building trust and getting deals across the finish line. And as is the case for any good rep, resilience and adaptability are non-negotiables. Deals shift, priorities change, people ghost you — that’s real life! However, you’ve got to be able to bounce back, stay sharp and keep improving.

How have these skills enabled you to heighten your impact on 360Learning or grow your career?

Honestly, these skills have shaped a lot of my growth, both in my role and in how I show up for my team. I really honed them during my time as a business development representative, where active listening and adaptability weren’t just helpful — they were my survival skills. As a BDR, you’re often the first point of contact, and your job is to uncover needs prospects may not even know they have yet. That taught me to listen deeply, ask better follow-ups and get comfortable with the unknown.

That foundation made the transition to becoming an AE much smoother. It wasn’t just about passing meetings; it was about understanding how to drive strategic conversations and build long-term partnerships. The collaborative problem-solving I developed over time has helped me work more closely with cross-functional teams internally, too, whether that’s working with marketing on campaign feedback or syncing with customer success to ensure a smooth handoff. I think these skills have helped me become someone prospects genuinely trust, and that trust is what really drives results.

What are some resources and/or sources of inspiration you’d recommend for reps eager to refine their sales skills? Are there resources 360Learning has provided to support this growth? 

One of the most impactful resources I’d recommend, especially for newer reps, is mentorship. It sounds simple, but having someone to learn from, bounce ideas off of and get honest feedback from can accelerate your growth in a way that templates and scripts just can’t replicate.

At 360Learning, we actually have it built into the onboarding experience. Every new sales hire is paired with a mentor, usually a more tenured rep, who serves as a guide through those first few months. It’s not just about shadowing calls or learning the product; it is about building a real relationship with someone who has been in your shoes and can help you navigate the nuances of the role, the team and our prospects.

I still lean on the relationships I built during that time. Whether it is pressure testing messaging, figuring out how to move a stuck deal, or just gut-checking how I am approaching something, having that internal network makes a huge difference. It is one of those things that really sets our sales culture apart. Beyond that, I regularly revisit call recordings, both my own and others. Sometimes, the best inspiration is right in your Gong library.

What’s it like to work on the sales team at 360Learning?

We’re a fully remote BDR org that runs on a business operating model called “Convexity.” Instead of decisions requiring a chain of management approval, we filter our thinking and actions through a shared set of pillars designed to balance autonomy with accountability. Alongside convexity is our employee motto: your life, your way. Reps set their own schedules, take time off whenever they actually need it and work from home or at a reimbursed coworking spot, whatever makes them feel most capable.

There’s no traditional manager checking anyone’s inbox here. In fact, there’s no “manager” title anywhere in our company. We hire people as decision-makers from day one, so leadership works more like a pit crew than a boss: sharp feedback, clearing blockers, building new campaigns and testing new tools, and fixing whatever’s broken behind the scenes so reps can move fast. That’s a lot of freedom to hand someone early in a sales career, and it takes real accountability to run with it. Most people coming from more traditionally micromanaged roles might take a minute to adjust and really believe it, but once it clicks, it’s hard to imagine working any other way.

What does career growth look like for sales employees on your team?

Growth here isn’t gated by tenure. Everyone starts as mid-market BDRs, our highest volume segment, where the sheer number of conversations sharpens a rep’s pitch and their read on buyers. From there, reps earn a move to enterprise: Quotas actually go down, giving them room to work bigger, slower deals and start collaborating directly with account executives and key account managers, giving them exposure and face time with other roles in sales.

That’s also when reps start our Career Readiness Program, a lighter version of the onboarding for whatever’s next, usually account executive, account manager or customer success, providing enough to walk into the interview ready, but not enough to slow them down in their own role. They finish the rest once they land the role.

Most sales orgs make people wait out a year or two before even discussing advancement. We skip that part. The bar is simple: one strong quarter in mid market and they can move up when an opening is available, which is the same for enterprise reps considering whatever’s next. Top performers also earn travel to join the tradeshow team, go to dinners and build real relationships with AEs and leadership.

What training, coaching or resources help sales employees succeed and advance?

We ramp people up slowly and keep sharpening them forever. Onboarding runs for three months: two weeks of pure training up front, then blended training and live work for the rest of the first 90 days.

Most places only invest in people when they’re new or underperforming, then leave them alone once they’re doing fine, until they plateau, get bored or start looking elsewhere for growth. We’d rather keep everyone sharp the whole way through. In practice, that means peer role-play, AI-assisted call coaching, team call reviews, live and agency-led training sessions and bite-sized lessons in our app, every quarter. Reps even run their own weekly lunch-and-learns, teaching the skills they’re most excited about so people are learning from others actually doing the job, not just from their coach. And best of all, once a year, the whole sales org flies somewhere warm for a week of team-building and hands-on workshops, with leadership and individual contributors running sessions together.