Marielle W.

Hey all, I’m in the final round for a Strategic Account Manager role and was given an enterprise account planning + simulated discovery exercise. It’s centered around multi-stakeholder mapping, fundraising strategy analysis, and leading an executive-level discovery conversation. I’d love to workshop my approach with someone who has experience in strategic AM / enterprise SaaS / nonprofit fundraising. I’m absolutely happy to compensate you for your time. If you’ve built enterprise account plans before or have run exec-level discovery calls, I’d really value your perspective.

Hey all 👋 I’m applying for a Strategic Account Manager role and was given an account planning-style project to complete. The catch? I’ve never formally built a strategic account plan before 😅 Does anyone have:

The exercise focuses on: – Identifying key stakeholders (decision-makers vs. influencers across Development, Marketing, Finance, Exec) – Assessing fundraising strategy & growth opportunities – Forming strategic hypotheses before a first exec conversation – Preparing for a simulated discovery call It doesn’t need to be a formal presentation — they care more about how I think and frame opportunity at the executive level. Would seriously appreciate any frameworks, examples, or “if I were you, I’d focus on ___” advice 🙏 Thank you in advance!

Hey all, would really value your quick advice. I started a new AE role about a month ago and was unexpectedly let go this morning. I was never given a quota or formal ramp, didn’t have a 1:1 with my manager yet, and most of my first few weeks were CKO + onboarding travel. It was framed as a “fit” decision around engagement, which caught me off guard. I have an interview today with GoFundMe (I was previously in process before their hiring freeze). They’ve asked whether I took another role. How would you recommend I position this short stint? Acknowledge it briefly and frame as misalignment? Keep it high level? Thanks in advance!