May 31st, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Director of Sales Operations
Director of Sales Operations 793 – Waltham, MA – Technology – $90K
Company Profile: This organization is a rapidly growing SAAS company that has a casual working environment and has experienced double digit growth every year. They have won numerous awards for their innovative product and just received additional significant funding. This is a cutting edge, privately held organization with internal growth within their creative culture.
Job Description: This highly visible role is calling for a successful leader to partner with internal department managers to drive sales strategy, define key metrics as well as hire, train and manage a small inside sales team. Must be an expert with SaleForce.com to drive enhancements for business growth.
Requirements: The ideal candidate will have a minimum of 5 years of sales operations experience as well as sales management experience in a software company with a track record of exceeding quotas. Must have a minimum of 3 years of program management.
If you were shrunk to the size of a pencil and trapped in a blender, how would you get out?
That might sound like a ridiculous question, but to a job candidate–at least one reportedly applying for a job at Goldman Sachs–it might actually be an important one.
Glassdoor, a job-posting and community site for job-seekers, has compiled a list of the oddest interview questions of 2010, and that zinger–reportedly from Goldman–wins the number one slot. “Interviews can be an extremely nerve wracking experience, and by shedding light on the process we hope to give job seekers a leg up in their next interview,” says Robert Hohman, co-founder and CEO of Glassdoor.
Glassdoor combed through 80,000 interview questions shared by job candidates on its site to find the wackiest queries. Glassdoor is not able to independently verify that these questions were actually asked, or who asked them.
BNET contacted all of the companies who made top 25, and among those who responded, none were able to confirm the origin of the questions. But none of them denied that the questions had been used, either (though some said these questions were not part of a standard set used by all interviewers), and some even offered a possible explanation as to what kind of answer the interviewer was after.
Think you’re prepared for your next interview? Well, if you can answer these, you probably are:
If you were shrunk to the size of a pencil and put in a blender, how would you get out?
How many ridges are there around a quarter? (Reportedly from Deloitte)
What is the philosophy of martial arts? (A spokesperson for Aflac, where this question was used, says she hopes the candidate quoted Kwai Chang Caine from the 1970s TV show Kung Fu: “I seek not to know the answers, but to understand the questions.”)
Explain to me what has happened in this country during the last 10 years (Reportedly from Boston Consulting)
Rate yourself on a scale of 1 to 10 how weird you are (Reportedly from Capital One)
How many basketballs can you fit in this room? (Reportedly from Google)
Out of 25 horses, pick the fastest 3 horses. In each race, only 5 horses can run at the same time. What is the minimum number of races required? (Reportedly from Bloomberg LP)
If you could be any superhero, who would it be? (Reportedly from AT&T)
You have a birthday cake and have exactly three slices to cut it into eight equal pieces. How do you do it? (Reportedly from Blackrock Portfolio Management)
Given the numbers 1 to 1000, what is the minimum number of guesses needed to find a specific number if you are given the hint “higher” or “lower” for each guess you make? (Reportedly from Facebook)
If you had 5,623 participants in a tournament, how many games would need to be played to determine the winner? (Reportedly from Amazon)
An apple costs 20 cents, an orange costs 40 cents, and a grapefruit costs 60 cents. How much is a pear? (Reportedly from Epic Systems)
There are three boxes. One contains only apples, one contains only oranges, and one contains both apples and oranges. The boxes have been incorrectly labeled such that no label identifies the actual contents of its box. Opening just one box, and without looking in the box, you take out one piece of fruit. By looking at the fruit, how can you immediately label all of the boxes correctly? (Reportedly from Apple)
How many traffic lights are in Manhattan? (Reportedly from Argus Information and Advisory Services)
You are in a dark room with no light. You have 19 grey socks and 25 black socks. What are the chances you will get a matching pair? (Reportedly from Convergex)
What do wood and alcohol have in common? (Reportedly from Guardsmark)
How do you weigh an elephant without using a weigh machine? (Reportedly from IBM)
You have 8 pennies. Seven weigh the same, but one weighs less. You also have a judges scale. Find the penny that weighs less in three steps. (Reportedly from Intel)
Why do you think only a small portion of the population makes over $150,000? (Reportedly from New York Life)
You are in charge of 20 people. Organize them to figure out how many bicycles were sold in your area last year. (Reportedly from Schlumberger)
How many bottles of beer are [consumed] in the city [in a] week? (Reportedly from Nielsen)
What’s the square root of 2000? (Reportedly from UBS)
A train leaves San Antonio for Houston at 60 mph. Another train leaves Houson for San Antonio at 80 mph. Houston and San Antonio are 300 miles apart. If a bird leaves San Antonio at 100 mph, and turns around and flies back once it reaches the Houston train, and continues to fly between the two, how far will it have flown when they collide? (Reportedly from USAA)
How are M&Ms made? (Reportedly from USBank)
What would you do if you just inherited a pizzeria from your uncle? (This question comes from Volkswagen. A spokeswoman for the company tells BNET while the question is certainly not standard, the company’s business analysts often have to take over and manage projects started by other people, so this question may have been a manager’s attempt to see how a job candidate would run a project they ‘inherited.’)
Surprisingly, it really is possible to hit these questions out of the park. In our next post, we’ll show you how. In the meantime, what was the weirdest interview question you were asked, and how did you answer it?
Kimberly Weisul is a freelance writer, editor and editorial consultant. She was most recently a senior editor at BusinessWeek and founding editor of BusinessWeek SmallBiz, an award-winning bimonthly magazine for entrepreneurs. Follow her on twitter.com/weisul.
Weisul, Kimberly. “The 25 Weirdest Interview Questions of 2010 | BNET.” BNET – The CBS Interactive Business Network. Web. 25 May 2011. <http://www.bnet.com/blog/business-research/the-25-weirdest-interview-questions-of-2010/520?tag=content;drawer-container>.
May 24th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Ten clues that your hiring process is in need of a 21st century “social” tune-up
written by Christopher Simone, Vice President of Sales at Treeline, Inc.
In part 1 of this series we identified and discussed the impact of major trends and 21st behaviors (related to social media) on the hiring process. Part 2 will take a more specific look at the ten clues….
1) Are you heavily relying on job posts on monstrous job boards or paid advertising?
Many companies today still garner most of their interested (not necessarily qualified) candidates by advertising (i.e. paid job posts, online ads, and online sponsorships). This is mostly a passive waiting game in which companies toggle between relevance and speed as contemplated below. Another limiting factor with this approach is that fewer and fewer (qualified) candidates are mining job boards looking for new opportunities; and candidates are becoming less interested in paying for the privilege to submit a resume to an often obscured employer and nebulous process. In true social form, candidates will increasingly engage within social recruiting communities of Hiring Managers, other Job Seekers, and Knowledge sources for which engagement is the currency.
2) Are you forced to choose between relevance (a time consuming and imperfect process to refine the output of the job board search) or speed (a process that takes less time but yields an even greater number of unqualified resumes)?
At the core of every monstrous job board is an advertising revenue platform. Scale (i.e. more job posts and resumes) equals more pages on which to publish advertisements; this first and foremost serves the intended advertising revenue mission. Less served are the primary stakeholders trying to find new jobs or candidates. Each job board has their own search structure and filters that allow Hiring Managers to refine their searches. Our community has found that these disparate filters and processes require significant time to manage, and yield results which are still too broad to truly affect hiring behavior. Other Hiring Mangers bypass these filtering tools and redirect time saved interacting with the search engines to combing through resumes to the extent time allows. The challenge for these Hiring Managers is that they receive an even higher number of unqualified candidates which makes it harder to find the right candidates who could propel progress.
3) Is your process passive – meaning, are you mostly waiting for candidates to respond to your postings and direct sourcing attempts?
Hiring Managers are looking for new ways, beyond direct outbound sourcing, to engage candidates. Waiting and hoping for candidates to respond to job posts is becoming less fruitful especially as the labor market tightens. Hiring Managers are smart to follow the success of their Sales 2.0 infrastructures and strategies that drive more qualified traffic to and through their social channels and career page.
4) Is your process and communication with the marketplace actively collaborative and interactive?
“Recruiting 2.0” therefore requires more active collaboration and communication with the intended audience. Social media provides the platforms for this active engagement. This communication is less structured, more dynamic and natural, occurs on an ad-hoc basis, and is transparent. This is a lot different than the obscured and linear processes that still dominate much of the recruiting domain.
5) Is your process dictating when and how you are communicating with potential candidates?
Communication should not only occur as a result of clicking “Apply Here”. Communication can occur anytime a prospective candidate elects to participate within a shared social community such as your Facebook page or company-specific social recruiting site. Hiring Managers are also now able to communicate with many candidates instantaneously through their social channels. For example, a candidate might post and receive a Blog response; each response could be open for other visitors or members to read along with ratings or comments and other content in various forms.
6) Does your candidate interaction begin with an outdated resume format or nebulous online profile?
Social is driving progress in many forms. Hiring Managers are no longer limited to the traditional resume format or to convoluted and general online profiles. Candidate information can be compiled from multiple channels and sources and organized in useful views that drive precision. Social resumes leverage information available on the WWW including, but not limited to, content created by the candidate. Ideal social resumes are function-specific. For example, a Sales social resume will present deterministic-criteria that empower Hiring Managers to not only find good sales people, but the right sales people for their specific product, service, and corporate culture. Knowing the sales person had an “Inside Sales” title or eight total years of experience is not enough. Other more specific sales traits and characteristics are more predictive of success. Productive recruiting processes traditionally find ways to vet this information later in the process through series of interviews. Companies are welcome to use our free tool that will email a report to them with the key characteristics they need to focus on. Click here to identify your sales force characteristics.
7) Are you screening and/or interviewing large numbers of candidates who are not aligned with the open role and/or corporate culture?
As noted above, social 21st century recruiting processes afford Hiring Managers a much stronger starting point therefore decreasing time wasted on unqualified prospects and also shortening the hiring cycle for qualified candidates. In addition to decreasing process cost, this decreases the likelihood of losing candidates to companies with more nimble hiring processes.
8) Are you able to appropriately assess potential fit prior to the first round of in-person interviews and therefore decrease the number of the candidates required during the in-person interview stage?
Fit is not just measured in facts and figures. Fit involves personality. Even personality indexes (which typically occur later in the process due to cost and complexity) sometimes fail to provide accurate, actionable insight to the Hiring Manager. To a large degree this comes down to an instinct or “gut feel” about a candidate. Our little voices talk to us during interviewing too… Social media brings candidate personality and tone, sometimes even character, into the process in new ways.
9) Is your process connecting you with your candidates and facilitating collaboration, information sharing and transparency which builds trust?
Linear and nebulous job board application processes actually engender distrust. Details about the hiring company and even the role are often obscured from the candidate. Next steps are undefined and uncertain and often never materialize largely to the broader weaknesses of the process outlined above. Social recruiting involves new doors and windows into both the company and candidate. We live in a hyper-transparent and hyper-social world. Beyond direct social engagement between companies and candidates, social channels such as GlassDoor.com provide insight which once upon a time was not easily obtained prior to actually starting at a new company. Winning Hiring Managers in the 21st century will embrace social media not as a gridiron of defense but rather as the field of offense.
10) Have you consistently integrated at least three forms of social media/networking into your hiring process?
For example, are you leveraging Facebook, Twitter, or LinkedIn? Are you using RSS Feeds, Podcasts, video, or social recruiting hubs or sites? Here are just a few relatively narrow thoughts about these powerful tools and resources?
Facebook and Twitter provide forums and communities that provide companies and candidates a platform to distribute, receive, and share information. “Follow us on Facebook” is not just a marketing tactic… According to Facebook, there are 500 million active users on Facebook; 50% of active users log on to Facebook in any given day; the average user has 130 friends; every month more than 250 million people engage Facebook on external websites; an average of 10,000 new websites integrate with Facebook every day. [source www.facebook.com/press/info]
LinkedIn provides an instantaneous source of candidate reviews provided by colleagues and customers. LinkedIn also provides background resume information and the opportunity to occupy the same space and participate within groups of common interest e.g. “Software Sales Experts”. According to LinkedIn, there are now 101 million LinkedIn users with 47.9% of those in North America. [source: “LinkedIn Demographics January 2011”].
Blogs provide a socially friendly communication forum where Hiring Managers and candidates can interact and share comments and feedback on any number of topics and themes of interest.
Corporate Career Pages and/or YouTube can serve videos and podcasts about the company; this content could be a CEO message or a message from the newest hire. Companies can lower the curtain and allow candidates to peer into the organization to see all it has to offer. Other examples include company outings, award ceremonies, and examples of where and how the company is exercising corporate citizenship and responsibility in the community.
Social Recruiting hubs can provide interesting and engaging landing pages that fuse these tools and resources together.
Question– In what ways is your recruiting process becoming more social in 2011?
Treeline, Inc. (www.treeline-inc.com) is recognized as an award-winning recruiting firm. Treeline is also the developer of DADO — a first of its kind Social Recruiting platform and community that fuses 21st century technologies (including social media) and behaviors with recruiting best practices. In this new paradigm, recruiters add knowledge and support thereby fostering and reinforcing the social recruiting service for the 21st century, which is knowledge-powered, technology-enabled, collaborative, and social.
May 23rd, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
First-time jobless benefit filings decline again
By Annalyn Censky @CNNMoney May 19, 2011
NEW YORK (CNNMoney) — The number of Americans filing for their first week of unemployment benefits dropped sharply for the second straight week.
In the week ended May 14, 409,000 Americans filed for their first week of unemployment benefits, the Labor Department said Thursday.
That marked a decline of 29,000 from the 438,000 initial claims filed the week before, and was an even lower level than the 420,000 claims economists had expected for the week.
The number of initial claims has fallen sharply for two straight weeks, after one-time adjustments related to schools on spring break severely distorted the number. Since then, initial claims have retraced those steep gains, falling back to levels they were at about a month ago.
“We are back to where we were one month ago,” Jennifer Lee, senior economist with BMO Capital Markets said in a research note.
Economists expect initial claims to fall back below the 400,000 level next week, showing continued gradual improvement in the job market.
The number of Americans filing for ongoing claims rose 13,250 to 3,756,000 in the week ended May 7, the latest data available.
Censky, Annalyn. “First-time Jobless Benefit Claims Drop by 29,000 – May. 19, 2011.” Business, Financial, Personal Finance News – CNNMoney. CNN.com, 19 May 2011. Web. 23 May 2011. <http://money.cnn.com/2011/05/19/news/economy/initial_claims/index.htm>.
May 23rd, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
State’s jobless rate hits a two-year low
But economists remain cautious
By Megan Woolhouse Globe Staff - May 20, 2011
The Massachusetts economy continued to show surprising strength as the state unemployment rate hit a two-year low in April and employers added nearly 20,000 new jobs, officials reported yesterday.
The April jobless rate was 7.8 percent, down from 8 percent in March, according to the Massachusetts Executive Office of Labor and Workforce Development. Unemployment here remains well below the national average of 8.8 percent.
And the net increase in new jobs — 19,500 in April — represented the seventh consecutive month employers added to their payrolls.
The April employment report follows a report two weeks ago that the economy in Massachu setts grew at a much faster pace in the first quarter of this year than in the nation as a whole.
But a local economist cautioned that job conditions may not be as robust as they appear, and reiterated that Massachusetts is more likely to experience slower growth in the near future.
Alan Clayton-Matthews, a Northeastern University economics professor, questioned whether some of the new hiring is seasonal or involves temporary jobs that could disappear by fall.
“It’s a strong employment report, but not as strong as it looks on its face,’’ he said. “This is an economy that, like the nation’s, is still recovering and will be for a couple years.’’
Another reason for caution on the April numbers: Other employment figures that once painted a brighter picture of the Massachusetts economy were recently revised by the US government, showing the state gained fewer new jobs than first thought as it emerged from the recession.
Nonetheless, the April report shows new jobs added throughout the economy, with Massachusetts companies in the leisure and hospitality sector adding 5,600 jobs, while the trade, transportation, and utilities and retail sectors each gained 4,200 jobs. Education and health services companies added 2,700 jobs. Meanwhile, jobs in government fell by 1,000.
One of the beneficiaries is Thomas Lindstrom, a 46-year-old Army veteran from New Bedford who is starting a new job at a nursing home after searching for work for two years. Trained in electronics in the Army, Lindstrom undertook a worker-retraining course and is now certified as a nursing assistant.
“I feel great; I’m standing on top of the world,’’ Lindstrom said.
Acme Packet Inc., a Bedford company that sells Internet voice and video delivery systems, yesterday said it plans to hire 180 employees in Massachusetts this year. The company recently reported that revenue surged 45 percent from last year, and profit during the same period grew 65 percent.
And in Cambridge, the technology company Pegasystems Inc., said it will hire 100 new employees this year — including 75 in Massachusetts.
Becky Smith, vice president of global recruiting, said the hiring is across the board — sales, marketing, legal, and technology-related positions. Smith was one of the company’s recent hires, joining Pegasystems in February.
“I was anxious to join a company at this stage,’’ she said. “We think we’re very well positioned for continued growth.’’
And Massachusetts is expected to continue outperforming the nation as a whole, according to a forecast from the New England Economic Partnership released yesterday. However, the economists repeated earlier cautions that the overall pace of recovery in the region will remain slow through the end of 2013.
Some of the data that still give them pause: Massachusetts has recovered only one-third of the nearly 143,000 jobs that were lost during the last recession, and there are still more than 272,000 residents without a job.
Clayton-Matthews, a forecaster with the organization, also said the unemployment rate in the near future will probably be negatively influenced by a quirk in the way the figure is calculated. Currently, the rate does not count those unemployed workers who have stopped looking for jobs. But as the economy slowly improves, Clayton-Matthews said, more people who had stopped looking for work will resume their job searches, adding to the count of the unemployed.
The Economic Partnership, which held its semiannual conference yesterday at the Federal Reserve Bank of Boston, also estimated the housing market in the state will remain depressed, with prices stagnant, over the next year.
Home prices in the state fell 25 percent during the depths of the housing collapse and have since regained only one-third of their former value, the Economic Partnership said.
The economists also warned of several global factors that could unsettle the recovery, including the debt crisis in Europe, delays in inventory related to the disaster in Japan, and the uncertainty in oil markets.
“There’s a lot of risk out there,’’ said Ross Gittell, a University of New Hampshire economist and Economic Partnership forecaster.
“Don’t expect the unemployment rate to go back to prerecession levels until early 2014.’’
Woolhouse, Megan. “State’s Jobless Rate Hits a Two-year Low – Boston.com.” Boston.com. 20 May 2011. Web. 23 May 2011. <http://www.boston.com/jobs/news/articles/2011/05/20/mass_unemployment_rate_hits_a_two_year_low_in_april/?p1=Well_Jobs_Center_links>.
May 17th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Director of Sales Operations
Director of Sales Operations 793 – Waltham, MA – Technology – $90K
Company Profile: This organization is a rapidly growing company that has a casual working environment and has experienced double digit growth every year. This is a cutting edge, privately held company that is exploding.
Job Description: This highly visible role is calling for a successful leader to partner with internal department managers to drive sales strategy, define key metrics as well as hire, train and manage a small inside sales team.
Requirements: The ideal candidate will have a minimum of 5 years of sales operations experience as well as sales management experience with a track record of exceeding quotas. Must also have program management experience.
Base Comp. $80,000
Total Comp. $90,000
If you are interested please Join Our Network! If you are already a member of our sales network contact your Treeline consultant.
May 12th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
What can executives do better when hiring sales professionals?
By Daniel Fantasia, CEO and Founder of Treeline, Inc.
I was recently asked to share my opinion on this question, “What can executives do better when hiring sales professionals?” Well, there are many things we can all do better when hiring, but strong sales organizations share key hiring traits that make them more effective than their competition. Executives that hit their hiring quota will consequently also make their quarterly revenue goals.
Our strongest clients follow these 4 key hiring traits when hiring sales professionals. These new hires will produce success and build high growth, positively charged, and contagious sales organizations.
1) When hiring sales professionals, executives must commit to getting it done. The most talented executives understand the importance of human capital and building a successful yet sustainable sales force. Many say that hiring is a priority, but tend to under-estimate what that really entails. Executives that find success commit to a timeframe and hiring process. They hold themselves accountable and dedicate their efforts around building a pipeline of qualified candidates. They work smart and efficiently to find the resources they need to hire top talent. Hiring is difficult, but they put in the extra hours, jump through hoops, and find flexibility to spend time to hire the right professionals.
2) Executives must create an effective hiring strategy. This reinforces leadership, resulting in open accurate communication and defined expectations. A strict timeline and decisive decision making processes must be inspected to achieve exact start date hiring. Planning that begins at projected start date is critical. Working back from the “hire by” date and account for the time it takes to complete each step of the interview process; as well as, the future hires resignation and two week notice period. Expectations must be set with everyone involved in the hiring process and explain urgency and importance. Strong executives understand their pipeline of candidates and know how many candidates they need to interview to make a hire.
3) Executives must be decisive and learn how to qualify candidates as they search for their next top sales professional. Subsequently, they must qualify candidates early on in the process. They recognize the importance of visibility/transparency and realize that being open and honest is necessary to build trust. They cut the unqualified candidate from the process quickly. For those that move forward they are very transparent with the interview process and set expectations accurately. They ask questions regarding the candidate’s pipeline of opportunities and time frame. For strong candidates that have urgency, they adapt and move the process to hire quickly. The market is very hot for talented sales professionals. They are hard to find, so do not let time squander away when you have a top performer in your grasps. To win the hearts of talented sales professionals you must have open honest dialog and build trust in the interview process.
4) Lastly, executives need to have a strong understanding of the traits and characteristics that their salespeople actually need (i.e. granular DADO Saleforce Profile) which will help them focus on the right candidates and avoid analysis paralysis. Executives must truly understand the qualifying criteria that makes up their sales force and have a complete understanding of the function of the role. Companies are welcome to use our free tool that will email a report to them with the key characteristics they need to focus on. Click here to identify your sales force characteristics. When you complete this form an email report will be sent to you. This helps understand the qualifying and disqualifying criteria before the hiring process begins. There can be no confusion in the process. A top sales performer is taught to ask hard questions. If you can’t answer even the most basic questions including average sales size, cycle, quota, base salary and total compensation don’t expect to attract top talent.
Companies that find success exhibit well organized and aggressive hiring strategies. If hiring is an important part of your sales strategy in 2011 I offer you this advice, work overtime and find valuable resources to make sure you hit your goals. If you can do that you will find much success and achieve your revenue targets.
Company Profile: Our client is a growing software company that offers a security intelligence platform to organizations of all sizes. Their solution delivers security solutions across a corporation’s entire network. This company is building a talented sales team and looking for dynamic professionals to join their team.
Job Description: In this role you will be responsible for developing and closing opportunities both direct and through channel partners throughout North America. You will be part of a new and growing team and will have a lot of input on the direction of the sales organization. You will be driving revenue through mid-market accounts and your primary focus is on outbound activity to multiple vertical markets.You will work closely with System Engineers and the Channel Management team. The goal is to develop and close opportunities both direct and through channel partners throughout North America. Some travel is required to trade shows and events.
Requirements:
5 years inside sales experience
Security Software experience is preferred
Proven track of success and quota achievement
Outstanding verbal and written communication and presentation skills
4 year college degree preferred
Base Comp. $55,000
Total Comp. $110,000
If you are interested please Join Our Network! If you are already a member of our sales network contact your Treeline consultant.
May 3rd, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Regional Sales Manager
Regional Sales Manager 806 – Boston – Medical Technology – $80k
Our client is a rapidly growing healthcare IT organization. They have doubled in size last year and are on track to do the same in 2011. This is a dynamic, energized company that sells to the executive suite within hospitals. This technology solution replaces many traditional and outdated processes used in hospitals today.
In this role you will be responsible for using SFDC to prospect into Hospitals while targeting call into C Level Executives (CFO, CIO, CNO, CMO, and VP Quality/Patient Care). Build and maintain a pipeline of qualified prospects in new markets. Territory is either East Coast or Central. Collaborate with an outside sales representative to develop and execute a comprehensive territory plan. Gain a thorough understanding of hospital case-management department work flow, and relevant regulatory requirements. Demonstrate company products and communicate their associated benefits to hospital executives and managers, IT staff and other departmental personnel. Achieve/exceed a yearly quota.
3 -5 years of sales experience selling to Healthcare or IT
High level of comfort selling to C Level Executives over the phone
Excellent communication skill and engaging personality
Demonstrated complex sales success
Bachelors Degree
Base Comp. $45,000
Total Comp. $80,000
If you are interested please Join Our Network! If you are already a member of our sales network contact your Treeline consultant.
