Edmunds Career Growth & Development

What opportunities or resources do you offer in regards to continuous learning, career development or upskilling?

We want each employee to have the opportunity to maximize their impact, and we know this comes from creating opportunities to learn, collaborate and innovate. Some highlights include: 

Hackathons. Our annual hackathons provide dedicated time for cross-functional teams to come together and compete in creating innovative products to solve consumer needs.

Learning events. We hold an annual conference-style learning event focused on growth and development with an added fun, competitive component in which the organization is divided into competing teams. Employees take the day off and explore their curiosity, whether that is attending business-focused sessions, soft skill development or employee-led sessions on personal interests like cooking, cocktail making or composting. 

Development sessions. Soft skill development sessions offer employees across different departments an opportunity to share and learn from one another.

Career development. We offer internal internships where employees have the opportunity to join another department and learn what other business functions work on so that they can develop new skills. Also, a number of positions are opened up every year that are only for internal candidates. We often look to utilize the skills of our current employees before looking externally to fill an open need.

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

While organizational skills and analytical thinking are essential to managing the many moving parts of my role, the most valuable skill I rely on daily is relationship-building. Success at Edmunds — and, more importantly, success for our dealer partners — is built on trust and strategic collaboration. I prioritize truly understanding my clients’ needs, goals and pain points so I can recommend solutions that align with their business goals and objectives. It’s about being a partner, not just a vendor, and delivering consistent value that drives long-term success.

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

With a wide range of products, reporting and partner priorities, my ability to stay organized, think critically and pivot quickly has allowed me to maximize my impact within Edmunds and for my clients. These skills help me manage complex tasks and prioritize effectively, ensuring I’m always focused on what delivers the most value. 

In addition to supporting my dealer partners, I work closely with our operations teams to share insights from the field, helping communicate a dealership’s perspective that might otherwise go unseen. Identifying even small process improvements or thinking differently about long-standing practices can have a big impact on the dealer experience, streamlining everything from onboarding to day-to-day interactions. This kind of collaboration creates efficiencies not just for our clients, but for our internal teams as well.

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

Success starts with mindset — believing in the value you provide, practicing self care and staying consistent, even through tough days. I always say, “You can’t do all the right things and end up in the wrong place.” Invest in learning: learn about your product, your industry and your client’s world. 

Edmunds supports my growth through multiple resources: from mental wellness programs to a fitness stipend, and my personal favorite — engaging events that connect remote teams. Whether it’s virtual educational sessions, fun team-building offsite events or in-person gatherings at our Santa Monica headquarters, Edmunds creates a culture of connection, growth and support. As a remote employee, I’ve never felt more connected to a team — one that lifts each other up and shares in both challenges and wins. I feel incredibly blessed to contribute to the success of both Edmunds and our dealer partners. It’s rewarding to be part of a team that values connection and shared success.

What new skill or role did you want to learn? Why was this important to you?
For years, I have been interested in improving my public speaking skills. With my manager's encouragement, I've seized every opportunity from leading meetings to reporting on monthly metrics to joining the Edmunds Speech Craft club. I was determined to exercise that particular muscle I had not truly used since undergrad.

So when Edmunds announced TEDxEdmunds — a TEDx-inspired speaking opportunity where employees were encouraged to deliver TED talks on how they motivate themselves, find inspiration to go the extra mile and how they plan to apply that to the year ahead — I immediately saw it as a call to action to stretch that skill (and myself) to the limit. Many if not most of the people I admire both professionally and personally are excellent orators. The ability to effectively tell a story, deliver an update or inspire a room of people may be considered a “soft skill” but as with many soft skills, it highlights something extraordinary about your capabilities outside of whether you can simply perform a task or not.

How did your employer help support this time of learning and professional development?
The amount of time dedicated to the speakers and our experience was instrumental in my own ability to see it through to the end. The Edmunds employee experience team, specifically, completely nurtured and developed the entire TEDxEdmunds journey from beginning to end. An immense amount of support and care was provided to the cohort of speakers at every turn — from biweekly TEDx course sessions to weekly open hours for practicing speakers to share ideas and roadblocks and receive thoughtful and tangible feedback or often just much-needed and appreciated encouragement. We were each assigned accountability partners, fellow speakers we could share our in-progress talks with and bounce ideas off of each other. These safe yet highly collaborative spaces pushed many of us out of our comfort zones in the best and most unexpected ways.

Companywide, there was a sense of excitement and anticipation as the four month long process unfolded. Ultimately, Edmunds provided the speakers with a fully dedicated TEDxEdmunds event day, curated and marketed to the entire company, quite literally providing the stage to shine a spotlight on all of our hard work.

What was the outcome of this experience? How did it impact your future growth in your profession?
Being selected to deliver my own TED talk at TEDxEdmunds was a dream I didn’t even know I had. Months later, I am still processing and comprehending that once-in-a-lifetime experience. Edmunds has consistently prioritized professional development throughout my six years here, beginning as a contractor. It is programs like Edmunds’ Learning Days, leadership development sessions, FUEL and countless other examples of Edmunds’ commitment to pouring back into employees like me that makes this company not just an exceptional place to work but to grow.
Oftentimes, professionals avoid the vulnerability and discomfort associated with public speaking, but I have experienced nothing but rewards right from the beginning. Not only am I a more confident and conscientious speaker, but participating in this program has also opened the door for individuals to approach me with their ideas to strengthen the communication and collaboration among our partnering teams. Additionally, the connections I have made with my fellow TEDxEdmunds speakers will only strengthen our professional journeys. I will always look to my TEDxEdmunds experience as a reminder that anything is possible.

Describe your leadership philosophy as it relates to employee engagement.

A successful team is built on an understanding of what drives each individual within the group. As a leader, it is paramount to truly understand your employees; their motivations, aspirations and unique working styles. This knowledge enables me to provide resources that align with employee talents, empowering them to perform at their best and make meaningful contributions.

Effective communication and mutual trust are absolutely fundamental when providing feedback. Feedback should be a constructive dialogue, not a one-way street. When employees trust their leaders, they are more receptive to feedback, viewing it as an opportunity for growth rather than criticism. This transparent and respectful approach builds a stronger, more resilient team.

Recognizing accomplishments, both individual and collective, is crucial for fostering an inclusive and positive atmosphere. Celebrating successes, no matter how small, reinforces positive behaviors and demonstrates that every contribution is valued. An inclusive environment where every voice is heard and every contribution is recognized builds an engaged, motivated team committed to shared goals.

What types of resources — coaching, tools training, mentorship, etc. — does your team leverage to keep sellers engaged? How does this engagement directly impact their success and the success of the business?

Peer-to-peer mentorship is a powerful tool for building team synergy and success. I’ve found that individuals often learn most effectively from those who share similar experiences, challenges and successes. The synergy created through these shared journeys empowers team members to support, motivate and elevate each other toward collective and individual triumphs. We put this approach into practice by strategically transforming team meetings into interactive learning hubs.

We dedicate significant portions of these gatherings to success story sharing, where team members discuss their achievements and the strategies that led to them, providing tangible examples for others to emulate. We also create a safe space for open discussion on overcoming challenges, allowing peers to offer insights, alternative approaches and empathetic support. This collaborative problem-solving strengthens resilience and fosters a sense of shared purpose. Lastly, we use these meetings for focused training and open discussion on a specific topic, report or skill area. This hands-on, interactive learning is often more impactful than traditional top-down instruction.

What advice would you offer to leaders in your field eager to drive greater engagement on their sales teams?

Consistency is key to effective leadership, and it starts with consistent communication. By implementing weekly team meetings and monthly or bi-weekly one-on-one sessions, you ensure that your direct reports feel heard, which in turn fosters a culture of trust and transparency. These regular check-ins are the perfect opportunity to set clear expectations, define monthly goals and track progress toward them.

Beyond day-to-day work, it is essential to build a positive and supportive environment. This means celebrating achievements, no matter their scale, as every success contributes to the broader objectives. Recognizing these wins significantly boosts employee morale, cultivating an atmosphere that promotes team camaraderie and a collective determination to succeed.

Ultimately, a truly supportive leader leads by example. While you may not have all the answers, actively seeking solutions to remove obstacles is crucial. Always treat your employees with the same respect and consideration you expect to receive, setting a clear standard for how team members should interact with one another.

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.

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.