Account Executive · Austin, TX · Remote + Austin Hybrid
Revenue proven. Sales first.
$12.36M tracked at SunPower. 143% of goal at Olly Olly.
9+ years of full-cycle sales execution across energy, home services, SMB services, and consultative B2C sales, with the most recent 18 months spent closing B2B SaaS.
- Isaac Magee · Senior Sales Leader, SunPower
- Saif Alwakeel · Growth Leader, SunPower
- Thomas George · Former Direct Report, Amazing Exteriors
Reference-backed across SunPower and Amazing Exteriors
Recruiter scorecard
Each figure states what it does and does not cover.
Verified record · Aug 2019 – May 2026 · every figure stated per employer
- Largest revenue result
$12.36M
Tracked revenue at SunPower across Jun 2021 – Apr 2024. Individual.
- Quota result
143%
Of goal at Olly Olly across the documented tenure. 175% of ramp target in the first 90 days.
- Recognition
President's Club 2022
Top seven companywide at SunPower. Magnificent Seven close-rate rank in two consecutive quarters.
- Quota-carrying B2B
18 months
Olly Olly, Nov 2024 – May 2026. Total sales career is 9+ years across B2B and B2C.
- Customer segment
SMB
Owner-operators and small teams. Also complex B2C at SunPower and Sunrun.
- Primary motions
Full-cycle · consultative
Self-sourced outbound, discovery, demo, negotiation, close.
- Work model
Remote, proven
$12.36M at SunPower was produced entirely virtually, nationwide across eight states, Jun 2021 – Apr 2024. No customer met in person. Open to fully remote or Austin-area hybrid.
Results by Employer
Every role through the same eight-part structure, newest first: what was sold, to whom, how, against what target, and the three outcomes with what each figure counts.
Olly Olly
$411K
National Account Executive · B2B SaaS
Individual
- Quota context
- Individual monthly quota. Finished the documented tenure at 143% of goal, having hit 175% of the ramp target in the first 90 days.
- Sold
- A digital marketing SaaS platform — websites, SEO, and paid media — to small business owners.
- Segment & motion
- Full-cycle SaaS · SMB · approximately 2–7 days for most customers who ultimately closed · pipeline-heavySMB SaaS (digital marketing platform)SaaS AEInside SalesTech Sales
$411K
First-year ACR / ARR
Annualized recurring contract value across the first 12 months, not cash collected or recognized revenue. The first-year record also includes 57 net-new logos at an average $600 monthly / $7,200 annual contract value.
- Individual
143%
Of goal, full tenure
Attainment against individual quota across the documented tenure. A percentage of target, not a percentage-point change.
- Individual
100%
Self-sourced pipeline
Every opportunity was self-generated through outbound. No inbound leads, no marketing-sourced pipeline, no SDR hand-offs. How the list was built is described beneath this ledger row rather than here.
- Individual
Ran CRM hygiene, follow-up cadences, and pipeline visibility in HubSpot and Apollo, on 80–100 outbound dials per selling day. Wrote the Python prospecting automation that built the list behind that pipeline, scoring businesses on headcount, tenure, Google Business Profile completeness, and website build provenance before outreach. The fastest motion was same day / one-call close; complex accounts could run approximately 1–2+ weeks with 2–3 formal stakeholder meetings.
Sunrun
~$300K
Field Sales Consultant · residential solar & storage
Individual
- Quota context
- A three-month tenure. Too short to publish an attainment percentage against an annual target, so none is claimed.
- Sold
- Residential solar systems and battery storage, sold to homeowners.
- Segment & motion
- Consultative · pipeline-drivenResidential solar & storageField AEInside Sales
~$300K
Sold across three months
Solar and storage projects sold Jul – Oct 2024, averaging roughly $100K per month. Approximate: the monthly figure is a derived average, not a reported one.
- Individual
18%
Storage attach rate
Share of sold solar projects that included battery storage. A proportion of deals, not a percentage-point change against a baseline.
- Individual
Full-cycle in a new territory
Self-sourced and closed within a three-month seasonal tenure, with no inherited pipeline.
- Individual
Carried the SunPower consultative process into a field motion, keeping the same discovery structure when the setting changed from online to in-home.
SunPower
$12.36M
Senior Online Energy Consultant · President's Club 2022
Individual
- Quota context
- Individual revenue target. Top-seven companywide performer for 2022, which earned President's Club.
- Sold
- Residential solar and battery storage systems, with financing — a five-figure purchase the buyer cannot see working before signing.
- Segment & motion
- Consultative commercial close · technical product · entirely virtual, eight states · post-signature customer ownershipResidential solar (complex B2C)Senior AETechnical AEComplex B2C
$12.36M
Tracked revenue, full tenure
Tracked sales revenue Jun 2021 – Apr 2024, of which $6.22M was 2022 and $3.41M was 2023. Stated per employer and never summed with revenue from other roles.
- Individual
$6.22M
In the award year
Tracked revenue for 2022, the year that earned President's Club, with $3.41M in 2023 — both inside the $12.36M above rather than added to it.
- Individual
Top 7
Companywide, 2022
Top-seven companywide performer for 2022, which is the ranking President's Club recognized. A rank, not a percentage.
- Individual
Approximately 309 closed projects from approximately 909 held demonstrations, at a roughly $40K average project value. These are reconstructions from certified inputs — a close rate, a storage attachment rate, and an average deal size — not company-recorded counts.
Promoted to Senior Online Energy Consultant in Feb 2022. Remained the primary customer-facing commercial relationship through approximately 2–8+ months from contract through project and revenue realization, coordinating communication across approximately 10–15 internal technical and operational participants without formal project-management authority.
Amazing Exteriors
$1.4M
Proximity Team Leader · 20+ reps led
Team-attributed
- Quota context
- A team target, not an individual one. Every figure in this row belongs to the team.
- Sold
- Residential roofing and exterior renovation, largely insurance-funded storm work.
- Segment & motion
- Consultative B2C · in-home · referral-drivenResidential home improvementInside SalesField AE
$1.4M
Team revenue
Revenue generated by the team Jay led, Aug 2019 – Jan 2021. Team-attributed. This is never presented as personally closed revenue.
- Team-attributed
20+
Representatives led
Direct leadership of a sales team of more than twenty representatives, Aug 2019 – Jan 2021.
- Individual
Double-digit year-over-year growth
Team revenue grew by a double-digit percentage year over year. Stated without a precise figure because only the double-digit band is documented.
- Team-attributed
Built the onboarding and shadowing structure new representatives ran through — the contribution behind the ramp and set-to-sit figures above — and partnered on territory work that lifted appointment production 30% relative to the prior period.
Speir Innovations
Sales Rep / Interim Sales Manager
- Quota context
- A short tenure that included an interim management period.
- Sold
- Residential services, sold door to door.
- Segment & motion
- Full-cycle · consultative · door-to-doorField AESales Management
Five-month tenure
Oct 2018 – Feb 2019, selling residential services door to door and covering an interim management period within it.
Interim sales management
Stepped into interim management within a five-month tenure, covering rep supervision alongside an individual territory.
- Individual
Door-to-door full cycle
Self-sourced, presented, and closed without inherited pipeline — the same motion later applied at Reliant and Sunrun.
- Individual
Covered supervision of other representatives during the interim period while carrying a territory.
Reliant Pest Management
~$200K
D2D Sales Rep · two seasonal tenures
Individual
- Quota context
- Two seasonal tenures totalling roughly 20 months, not two full years. Seasonal sales targets rather than an annual quota.
- Sold
- Residential pest control contracts, sold door to door.
- Segment & motion
- SMB · short-cycle · transactionalResidential pest controlField AESMB AE
~$200K
Revenue, both tenures
Combined revenue across both seasonal tenures, of which roughly $40K came in the first summer. Approximate, and covering about 20 months of seasonal work rather than a continuous two years.
- Individual
$40K
First summer
Revenue during the first seasonal tenure, May – Sep 2017, as a first-year rep.
- Individual
Returned for a second season
Re-hired for a further seasonal tenure in 2019, which is the clearest available signal of performance in a role without published attainment figures.
- Individual
High-volume door-to-door canvassing built the objection-handling reps that later carried into consultative selling.
How the Results Happened
Three roles in depth: the commercial constraint, the operating decisions taken under it, and what the outcome proves transfers.
- Olly Olly
Rapid SaaS Ramp
National Account Executive
- Situation
- First B2B SaaS role, selling a digital marketing platform to small business owners. New product, new segment, and a high-velocity motion: same day / one-call close at the fastest, approximately 2–7 days for most customers who ultimately closed for the typical closed customer.
- Commercial constraint
- No inbound demand and no SDR support. Every opportunity had to be created before it could be worked, which puts a hard ceiling on pipeline that only prospecting volume lifts, and makes ramp time a function of how fast a rep builds a funnel from nothing.
- Target customer
- Owner-operators of SMB service businesses across a national territory. Most deals centred on one primary economic decision-maker; complex accounts could expand to 2–3 formal stakeholder meetings when multiple locations, an internal marketing function, or several decision stakeholders were involved.
- Action
- Treated ramp as a funnel-construction problem rather than a product-knowledge problem. Cold outreach could become the live qualification, discovery, value, objection, pricing, and closing conversation; more complex accounts earned a deliberate multi-meeting process rather than being forced into the same cadence.
Operating decisions
- Front-loaded prospecting volume ahead of product mastery, on the reasoning that a rep with pipeline and partial knowledge outperforms a rep with full knowledge and no pipeline.
- Built the demo around the owner’s current lead flow rather than the feature list, so the first minute established the commercial gap the product closed.
- Automated list building and sequencing in HubSpot and Apollo to protect selling hours, keeping manual effort on conversations rather than data entry.
- Qualified on willingness to reallocate marketing spend, not just on budget — the disqualifier that mattered in a segment where owners often had money but no intent to move it.
175%
Of ramp target, first 90 days
Attainment against the assigned ramp target during the first 90 days. A percentage of target, not a percentage-point change.
- Individual
86
Closed-won contracts, full tenure
User-certified closed-won count across the full 18-month tenure, from 215 held meetings.
- Individual
40%
Held meeting to close
User-certified held-to-close rate across the full 18-month tenure: 86 closed-won contracts divided by 215 held meetings.
- Individual
What it proves
The sales system transfers across products and cycle lengths. Discovery structure and pipeline discipline supported both high-velocity transactional SMB selling and a more deliberate multi-stakeholder process as account complexity increased.
Context: The tenure ended in a company-wide reduction, not on performance. No separate final-period attainment figure is certified; the publishable result is 143% of goal across the full 18-month tenure.
- SunPower
President's Club Performance
Senior Online Energy Consultant
- Situation
- Full-cycle consultative selling of residential solar and storage with financing. A five-figure purchase of equipment the buyer cannot see working before signing, usually decided by two people in the same household.
- Commercial constraint
- The product had to be explained before it could be sold, and the signed decision did not end delivery risk. Technical specification, production modelling, financing, engineering, permitting, installation, inspections, and interconnection had to remain understandable across a multi-month customer lifecycle.
- Target customer
- Homeowners across eight states, sold entirely virtually — no customer was met in person across the whole tenure. Most appointments were company-sourced, self-worked warm opportunities; customer referrals formed the self-generated motion. Pre-call qualification and preparation began discovery before the formal consultation.
- Action
- Built the sale around the financial model rather than the hardware. Discovery established the household’s actual energy cost trajectory first, which turned the proposal into a comparison between two futures the buyer already believed in, and made storage a considered extension of that model instead of an upsell.
Operating decisions
- Ran discovery on the utility bill and consumption pattern before discussing equipment, so the proposal answered a number the buyer had already accepted.
- Standardised the value framework across demos, so results came from a repeatable structure rather than from improvisation on strong calls.
- Positioned storage against a specific consequence — outage exposure and rate structure — rather than as an add-on, which is what moved attachment.
- Managed multi-state opportunities in Salesforce through contracting, then remained the primary customer-facing commercial relationship through approximately 2–8+ months from contract through project and revenue realization.
- Coordinated communication across approximately 10–15 internal technical and operational participants, translating issues and escalating stalled work without claiming formal project-management authority.
Magnificent Seven, two consecutive quarters
Top-seven close rate outside California in two consecutive quarters. A ranking within the sales organisation, not a revenue figure.
- Individual
34%
Close rate per held demo
Closes divided by held demonstrations across the full tenure — not leads and not appointments set. The denominator is the claim.
- Individual
19%
Storage attach rate
Share of sold solar projects across the full tenure that included battery storage. A proportion of deals, not a percentage-point change.
- Individual
What it proves
Technical explanation is a closing skill, and post-signature customer ownership protects the result after the contract is signed. The record combines a top-seven companywide revenue year with sustained close-rate performance, cross-functional orchestration, and multi-month revenue-realization exposure.
Context: This was complex B2C, not a traditional Mid-Market or enterprise B2B buying committee. Technical discovery, financial framing, post-signature customer ownership, and internal delivery orchestration are evidenced; enterprise procurement and security-review experience are not.
- Amazing Exteriors
Team Ramp and Enablement
Proximity Team Leader
- Situation
- Led a team of more than twenty representatives selling residential roofing and exterior work, largely insurance-funded storm repair, through an in-home consultative motion.
- Commercial constraint
- Team output was capped by how long a new hire took to become productive, in a role with high early attrition. Hiring more people could not fix a ramp problem, because every new rep entered the same slow curve.
- Target customer
- Homeowners in storm-affected territories, reached door to door and through referral. Top-of-funnel volume had to be built rep by rep rather than bought.
- Action
- Treated ramp time as the binding constraint and standardised the parts of the job every new hire was otherwise rediscovering. Talk tracks, ride-alongs, and a weekly KPI rhythm replaced individual coaching improvisation, which made rep performance a property of the system rather than of whoever happened to train them.
Operating decisions
- Standardised talk tracks and ride-along structure, so every new hire started from the same method instead of inheriting their trainer’s habits.
- Instrumented set-to-sit as the leading indicator, because appointments that never happened were the largest silent loss in the funnel.
- Used CRM and KPI analysis to locate bottlenecks by stage rather than coaching on overall close rate, which is too far downstream to act on.
- Partnered on territory allocation to raise appointment volume without adding headcount.
30%
More appointments
Relative increase in appointment production after the territory work, measured against the prior period. Not a percentage-point change.
- Team-attributed
25%
Faster new-hire ramp
Relative reduction in the time a new representative took to reach productivity, measured against the prior ramp duration. Not a percentage-point change.
- Team-attributed
70%
Set-to-sit rate
Share of booked appointments actually held. A proportion of appointments, not a change against a baseline.
- Team-attributed
What it proves
Documented enablement outperforms individual coaching. Diagnosing a funnel by stage and standardising the fixable part is the same instinct an AE applies to their own pipeline, which is why a process contribution appears in every role on this page.
Context: Every figure here belongs to the team, including the revenue. This is leadership and enablement evidence, not personal quota evidence.
What Colleagues Say
Three verified recommendations: two from sales leaders above Jay at SunPower, one from a former direct report at Amazing Exteriors. Quoted verbatim.
Jay's sales skills earned him a seat at Presidents Club in his first year of selling at SunPower. He has a strong ability to explain complex concepts in a way customers can understand.
Jay consistently demonstrated exceptional sales skills and a deep understanding of the market. He was highly motivated and consistently worked to meet and exceed sales goals.
Jay brought strong energy, precision, and effort to the sales floor. He cared about the work, stayed focused, and was willing to go the extra mile to make a deal happen.
All three are LinkedIn recommendations, quoted verbatim and unedited. Full references available on request.
How I Run a Deal and a Territory
Four stages, each naming the decision, the system that carries it, and what it buys commercially.
Create and prioritize pipeline
- What I do
- Build the target list from a written thesis about who has the problem, then work it in priority order rather than alphabetically. At Olly Olly this was 100% self-sourced, so list quality set the ceiling on everything downstream.
- System
- Apollo and LinkedIn Sales Navigator for sourcing, HubSpot sequences for cadence, with the ideal-customer definition written down before the list is built rather than inferred afterwards from whoever replied.
- Commercial benefit
- Prospecting volume lands in accounts that can actually buy, which is what makes a self-sourced funnel survive a bad month.
Discover and qualify
- What I do
- Establish the commercial number before the product appears — current spend, current result, and what the buyer already believes about the gap between them. Qualify on willingness to change, not only on budget and authority.
- System
- Cost-of-inaction selling, structured on SPIN with NEPQ-style consequence questions on top. Neither is a certification, and neither was taught to me in a programme — they are the shape the questions take. A discovery structure carried over from solar, where the utility bill was the anchor: find the figure the buyer already accepts, make the status quo measurable against it, then let the market supply the urgency rather than a manufactured deadline.
- Commercial benefit
- Deals that reach proposal have an agreed problem behind them, which is why close rate per held demo held at 34% across the full SunPower tenure instead of the pipeline filling with polite interest.
Build consensus and close
- What I do
- Translate technical specification into the financial and operational consequence for the people who have to live with it, and keep every conversation ending in a scheduled next step. Trade concessions rather than granting them.
- System
- ROI framing and business-case documents, stakeholder mapping wherever a second decision-maker exists, and discount governance modelled explicitly in the quoting engine Jay built — a concession should purchase a reciprocal commitment.
- Commercial benefit
- Fewer stalled late-stage deals and less margin given away, because the concession is structured as a trade before it is ever offered.
Forecast, hand off, and expand
- What I do
- Commit a forecast that matches what the pipeline actually shows, including the deals that will not land, and hand a closed account over with the context implementation needs to succeed with it.
- System
- Stage-gate hygiene and aging review in Salesforce and HubSpot, with next-step clarity as the field that decides whether a deal is real.
- Commercial benefit
- A forecast leadership can plan against, and customers who reach onboarding with expectations matching what was sold — which is where renewals are won or lost.
Operating toolkit
- CRM
- SalesforceHubSpot
- Prospecting
- ApolloLinkedIn Sales NavigatorAurora Solar
I document what works, coach others to execute, and optimize processes for scale.
First 90 Days
175% of ramp target in the first 90 days of a SaaS role, and the approach behind it.
I reached 175% of ramp target in my first 90 days in SaaS.
This is the operating approach behind that result, and the one I would use to repeat it.
175% of ramp target at Olly Olly across the first 90 days, from Nov 2024. Individual attainment against the assigned ramp target.
Days 1–30
Learn the product and build a funnel at the same time
- Learn the product, ICP, competitive set, and specifically the implementation realities — what goes wrong after signature is what discovery has to surface before it.
- Shadow the top performers and note what they do differently, not what the enablement deck says.
- Start prospecting in week one. A funnel built during onboarding is what makes month three possible.
- Keep a written list of knowledge gaps and who can close each one.
Days 31–60
Run the full motion and find the constraint
- Run the whole cycle independently, from sourcing through close.
- Identify one measurable funnel constraint from my own numbers — the stage where my conversion is worst relative to the team.
- Fix that one stage: tighten qualification, rebuild the demo, or change follow-up cadence. One change at a time, so the result is attributable.
Days 61–90
Close, forecast honestly, and write it down
- Close business against the ramp target.
- Produce a forecast I will defend, including the deals I expect to lose.
- Document what turned out to be repeatable, so it survives me being busy.
- Contribute one operating insight the team can use — a disqualifier, an objection pattern, or a workflow that returns selling hours.
Hiring-Manager FAQ
Logistics and verification questions, answered from the same documented sources as the rest of the page.
Are you pursuing an Account Executive role or a software role?
An Account Executive role. I want to carry quota and close business. The building is what makes me better at selling technical products — it is not a transition into engineering, and I do not present myself as a software engineer or a professional developer.
How technical are you in practice?
Enough to build working software on my own time and to hold a real conversation about how a product works. I have shipped a CRM with row-level security, a configure-price-quote engine with discount governance, and a Python lead-scoring pipeline. I am not an engineer: I would not pass a systems-design interview, and I would not want to own production code.
Do you still want to carry quota?
Yes, and it is the point. My most recent role finished at 143% of goal on a fully self-sourced pipeline. I am looking for a number, a territory, and the autonomy to build the funnel myself.
Which customer segments and sales motions fit you best?
SMB and lower mid-market roles where the buyer is an owner or a small decision group. At Olly Olly the motion ranged from same day / one-call close to approximately 1–2+ weeks with 2–3 formal stakeholder meetings as account complexity increased. I have not held a traditional Mid-Market SaaS or enterprise AE seat, and I would not claim enterprise procurement experience.
Can you generate pipeline without relying on inbound demand?
That is the part of the record I would point at first. At Olly Olly 100% of pipeline was self-sourced — no inbound, no marketing-sourced leads, no SDR hand-offs — and it produced 175% of ramp target in the first 90 days. Earlier door-to-door roles at Reliant and Speir are where the cold-outreach habit came from.
How do you partner with sales engineers, product, and implementation teams?
At SunPower I stayed the primary customer-facing commercial relationship through approximately 2–8+ months from contract through project and revenue realization. A typical project involved approximately 10–15 internal technical and operational participants across engineering, permitting, installation, inspection, and interconnection functions. I was not the formal project manager; I coordinated communication, translated customer concerns, escalated stalled issues, and managed expectations through completion.
Have you managed longer cycles and remained involved after signature?
Yes, with a boundary: I do not call SunPower an eight-month pre-signature sales cycle. The buying decision and contract occurred earlier; I then remained customer-facing through approximately 2–8+ months from contract through project and revenue realization. That work covered delivery dependencies, retention risk, and revenue realization through installation and interconnection.
What type of product environment brings out your best work?
A product that needs explaining before it can be sold, aimed at a buyer who makes their own decision. That is where technical fluency converts directly into close rate. A transactional product with no explanation gap would waste the thing I am best at.
How should I read the revenue figures?
Per employer, never as a career total. Each figure names what it measures: SunPower $12.36M is tracked sales revenue across the tenure; Olly Olly $411K is first-year ACR/ARR—the annualized recurring value of contracts closed, not cash collected or recognized revenue; Amazing Exteriors $1.4M is team-attributed revenue from the team Jay led, not personally closed. There is deliberately no summed career figure.
Where are you based, and which work models are you open to?
Based in Austin, TX. Open to fully remote work or Austin-area hybrid work with up to three in-office days and at least two home-based days per week. Fully onsite and four-to-five-day in-office schedules remain out of scope. No recurring travel.
Ready to discuss fit?
Open to Account Executive, Senior AE, SaaS / CRM / software sales, technical sales, RevOps-adjacent, and sales-enabled project roles where revenue execution, CRM discipline, and technical fluency matter.