$50–70/hr · Mercor · Hourly, 40 hours a week
An enterprise sales leader owning the full cycle from prospecting through closing deals and account expansion.
What you would do
- Build and qualify pipeline through outbound, partnerships, and events, targeting senior operators and technical leaders
- Run consultative sales processes that translate complex business problems into financial justifications
- Coordinate with engineering to scope deployments, manage proof-of-concept success metrics, and negotiate terms
- Expand revenue beyond initial deals, maintain clean CRM data, and forecast accurately
Who they want
- Three-plus years of enterprise B2B sales, ideally selling technical or platform products to Fortune 500
- Consistent quota achievement and closed complex deals at five hundred K plus annual contract value
- Ability to sell to both C-suite and technical buyers and translate ambiguous problems into value propositions
- Fast-moving startup mindset with high autonomy and comfort in early-stage environments
Main skills
What the interview asks about
1.Complex multi-stakeholder deal closure
Fortune 500 deals require alignment across procurement, technical teams, and finance; you must navigate each stakeholder's concerns.
For example: “You have budget approval from two of three required executives at a target account. The CFO remains skeptical on pricing. How do you reframe your value thesis to address their specific concerns?”
2.Discovery and business case development
You must extract the actual business driver from initial inquiries and build justifications that get budget approved.
For example: “A prospect says they need faster deployment. Probe deeper: what business outcomes drive this urgency? Is it revenue risk, operational cost, or market position?”
3.Technical scoping under business constraints
Translating business requirements into engineering scope and POC design separates deals that close from those that stall.
For example: “A prospect wants proof the system works in their environment but only has two weeks before board budget review. Design a POC scope and metrics that addresses their constraints.”
4.Account strategy and expansion planning
Territory ownership requires identifying expansion paths beyond the first deal to hit quota in year two.
For example: “You just closed a one-point-five million deal with an operations department. Map two expansion angles within the same account in the next six months.”
5.CRM discipline and forecasting accuracy
Management relies on forecast accuracy to plan resources; poor hygiene creates misalignment between sales and leadership.
For example: “It's month 11; you forecast sixty percent probability on three deals for sixty million total. Explain the specific evidence supporting each forecast, using deal stages.”
A task you may get
Map a complete sales strategy for a target Fortune 500 prospect you identify in a specific industry. Define your outbound approach, the three primary stakeholders, success metrics for the POC, and your expansion plan post-signature.
How to prepare
- Study recent enterprise software deals in your target industry and the buyer journey at each stage
- Practice articulating value propositions for technical versus financial buyers separately
- Prepare examples of two closed complex deals, including the negotiation dynamics you navigated
- Review your past forecast accuracy and identify gaps in your CRM discipline
The facts
- Pay
- $50–70/hr
- Hours
- Hourly, 40 hours a week
- Where
- Remote
- Field
- Business Operations
- Posted
- 9/3/2026
- Places left
- 545
We wrote this page from the public Mercor listing. It may be out of date, so read the full posting before you apply.