balzer

Solutions Architect

Give me your best advice for SEs supporting AEs

Hey all,

I'm a SE (sales engineer) supporting 2 AEs in the enterprise segment. Through the years I've worked with all kinds of sales people. Some want to completely lead the convo, others like to share the spotlight with their SE. My preference is an AE who leads and brings certain points of the presentation to the customer's attention that are relevant.

With that said, I'm here to learn from my counterparts in sales. The advantage of being somewhat anonymous here on Bravado is the hope I can get candid feedback I wouldn't otherwise get... My ask for you all is:

What practices, questions, behaviors, and styles do you love to see from an SE supporting you in a sales cycle? How can I be a better SE to my AE?

👑 Sales Strategy

📣 Demos

☑️ Qualification Calls

7 comments

Sort by:

ChunkyButters

Tycoon

We set clear boundaries - who does what, and at what stage. Our product is technical so the SEs job is to demo the product and answer technical questions. The AEs job is to answer sales related questions and drive the deal forward. If there is technical FU items, the SE chases down the answer and then the AE relays info to the client. If it's setting next steps, pricing, customer use case, etc. the AE typically answers those questions.

Prior to a demo or a heavy technical call we set up a prep meeting, typically 15 minutes to review a plan of action. Sometimes it's not needed, or only lasts 5 minutes. Who is presenting what, how to approach the value prop, and how to drive things forward together.

When I first joined I asked my SE how he likes to operate, how we can give each other feedback, what he likes about past AEs or didn't like, and how he prefers to run demos. Then I told him my side of things, and where I expected the SE to step in.

I haven't had an issue with any SEs I've worked with like this. But, my SEs are also pretty good on sales calls and we've naturally meshed well.

Sunbunny31

Politicker

Sr Sales Executive 🐰

I agree with this. I really enjoy operating in partnership with my SCs. With the good ones, it's really easy to establish a cadence that works.

alecabral

Arsonist

Director - Digital Sales Transformation

@FlintIronstag and @ChunkyButters are right, I think it really depends on the AE, and defining roles & responsibilities always helps.

In my case, I've always partnered with my SE. Sometimes I got a good one, sometimes I was the bad one so it's a learning process. Once I learned how to leverage them, I would lead the deal as I was the primary forecast owner, but it was well and clear between both of us that everything technical would go through him, and we'd agree on pricing options together, so I wouldn't be overselling (or just selling crap) and he or she wouldn't be pitching without me.

It always worked for me once I figured out who did what and figured how to partner with that person.

braintank

Politicker

Enterprise Account Executive

My favorite SE and I took a last minute trip from the Midwest to SoCal for a meeting. Meeting was just ok. But afterwards we had an amazing meal, shot the shit, and ended up sharing a joint behind the dumpster at our hotel. As we were sitting there looking out over the highway he asked me "What motivates you braintank?" I gave him a superficial answer and he called me on my BS. He kept pressing and got me to open up about what TRULY drives me to succeed. I even cried a little bit. After that we just clicked. Could finish each other's sentences and basically communicate telepathically in meetings.

So... do that?

FlintIronstag

Notorious Answer

Chief Marketing Officer

Hi @balzer, I guess it depends on the AE. When I was an AE, I didn't even want the SE there. It is so easy to create more questions with more than one voice on the line that it could stall the deal.

So for me, I want the SE involved after the sale is complete (I know, typical sales rep), but if they are there during the hunt, then I'd always end up losing deals. The target would get confused, feel like it was too complex and then move on to another solution.

An AE should have an absolute mastery of their product. They should be able to speak to any technical questions that also come up.

Hope that helps, sorry if that was not what you were looking for.

1nbatopshotfan

Politicker

Sales

I have two SEs that I work with regularly. What I value most in them is their ability to set the table. We have built a solid cadence where we play off each other, and set each other up for success with leading questions during the demo.

The most important thing is trust, in my opinion. After that the ability to give candid feedback and receive candid feedback.

I’ll admit I’m very lucky with two rockstar SEs, but the after call to review and give feedback helps.

CuriousFox

WR Officer

🦊

Personally I get my SE involved after I've done extensive research and send them the background of my data. I then schedule a 1 on 1 with the SE and myself so they can coach me with a few technical questions and we form a game plan together.

I find this keeps everyone informed, happy, and it helps establish internal relationships.

Bravado is a community of trusted sales professionals endorsed by their customers.

Products

The War Room Jobs Salary Guide Tech Sales U

Company

About Us How It Works Blog Bug Bounty

Contact

Press Careers

If you are hired as a contract sales rep by a Bravado customer, we may ask you to prove access to the employee email account provided to you by that customer. This data will be shared with customers to track your sales productivity; customers can use this data to confirm you meet the minimum activity requirements to pay out your ramp stipend and commission.

balzer

Give me your best advice for SEs supporting AEs

7 comments

Related posts

Best coaching advice for working with your SDR/BDR

Need advice from the SDRs

Former AMs who are now AEs - what advice would you give? (Bonus if Prospecting-related)