Gen Digital (Avast) Sales Manager Interview Guide

Structure your sales leadership stories using STAR format with emphasis on: - **Team performance metrics**: Quota attainment rates, year-over-year growth, individual seller development - **Coaching impact**: Specific examples of developing struggling sellers into top performers - **Process improvements**: How you've optimized sales processes and increased team efficiency - **Quantified results**: Revenue growth, pipeline velocity improvements, win rate increases - **Culture building**: How you've created accountability and motivation within your team

- **Team Leadership**: Be ready to discuss your coaching philosophy, 1-on-1 cadence, and how you motivate different personality types - **Hiring & Onboarding**: Prepare examples of building your team, interviewing techniques, and onboarding processes - **Performance Management**: Discuss how you handle underperformance, set goals, and conduct performance reviews - **Sales Strategy**: Show understanding of territory design, account segmentation, and go-to-market tactics - **Pipeline Management**: Examples of how you forecast, manage pipeline health, and drive deal progression - **Cross-functional Collaboration**: Stories about working with marketing, product, and customer success

**Initial Screen (30 min)**: HR or recruiter covering background and management experience **Hiring Manager (60 min)**: VP of Sales or Director evaluating leadership style and sales acumen **Panel Interview (45-60 min)**: Peers and cross-functional partners assessing collaboration **Team Interview**: Meet with sellers you'd potentially manage to assess cultural fit **Case Study or Role Play**: Handle a coaching scenario or present a sales improvement plan **Final Round**: Senior leadership discussion on strategy and vision

- **MEDDPICC**: Metrics, Economic Buyer, Decision Criteria, Decision Process, Paper Process, Identify Pain, Champion, Competition — for qualifying and inspecting complex deals - **Situational Leadership**: Adjust coaching style (directing, coaching, supporting, delegating) based on each rep's competence and commitment level - **Challenger Sale**: Coach reps to teach customers new perspectives, tailor messaging to stakeholders, and take control of the sales conversation - **Pipeline Math**: Work backwards from revenue target → required pipeline → required opportunities → required activities to set team activity benchmarks - **GROW Coaching Model**: Goal → Reality → Options → Way Forward for structuring effective 1-on-1 coaching conversations

- Spending too much time closing deals yourself instead of developing your team's selling capabilities - Not having a structured onboarding program, leading to long ramp times and early attrition - Relying solely on lagging indicators (closed revenue) instead of tracking leading indicators (activity, pipeline creation) - Avoiding difficult performance conversations until it is too late to course-correct - Failing to build relationships with cross-functional partners (marketing, product, customer success) who influence team results

- What does the current team structure look like and what's the tenure of the team? - What are the biggest challenges the sales team is facing right now? - How is the team currently performing against quota? - What does success look like for this role in the first 90 days? - How much autonomy do sales managers have in territory and compensation decisions? - What support does the sales team receive from marketing and sales development?

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