Marcus Hale
Senior enterprise account executive, supply-chain software
Nine years carrying a number in B2B software, from a first inside-sales seat to enterprise deals with fleets, factories and distribution centers. Every year below was set against a quota in January and reported against the same quota in December.
Quota record
Eight years against a number
Every figure is the quota I was given in January and what closed by December, as my managers booked it. Nothing here is a projection, and every row can be checked.
Employers
Three companies, one number each
Where the quota was carried and what was left on the board at each. All three are supply-chain or operations software sold to mid-market and enterprise buyers.
About
How I sell
The short version, and the four rules I do not break inside a deal.
- Based
- Highland, Denver
- Selling
- Enterprise supply-chain software
- Since
- 2016
I sell software to people who run warehouses, fleets and factories, and nine years have taught me that they buy a plan, not a product.
I started in inside sales at an office-supply company in 2015 and moved into software a year later, first as an SDR booking meetings for other people, then carrying my own number from 2018. I have sold to operations directors, CFOs and plant managers, and I have learned to speak in their units: hours per shift, loads per day, dollars per pallet.
The deals I am proudest of were not the biggest. They were the ones where the customer could tell me a year later what changed in their operation, in a number, and where that number matched what we wrote down before they signed. Outside work I run the Highland hills before seven and keep a paper notebook that nobody else can read.
- 01Discovery before a demo, every time
I do not show a screen until I can say back what the buyer measures, who signs, and what happens to them if nothing changes this year.
- 02One mutual plan, dated, shared
Every deal past qualification has a one-page plan both sides can see, with the next step and its date on the top line. The buyer edits it.
- 03Log the loss in one sentence
Every lost deal goes in the log on Friday with the real reason, not the polite one. It is the most useful document I own.
- 04Forecast the truth, not the target
Commit is what will close, not what I need. My managers have planned headcount on my number for nine years and have not been burned.
Experience
Where the number was carried
The roles in order, with what each one added. Education, certifications and the references are in the full CV.
Enterprise territory across the Mountain and Central regions selling dispatch, yard and cold-chain software to fleets, 3PLs and manufacturers. $10.3M closed ARR in four years, 108%, 124%, 138% and 119% attainment, three President's Clubs, deal of the year 2024. Wrote the loss-log practice the sales academy now teaches.
Warehouse management software for distributors with 50 to 500 employees. 61 new logos and $3.2M closed ARR in three years, 97%, 112% and 131% attainment, President's Club 2021. Closed every 2020 deal remotely, including the first six-figure deal the company signed without a site visit.
First quota: $620K, closed $645K. Route optimization software for regional delivery fleets, average deal $28K, 41-day cycle. Promoted from SDR after booking 1,140 first meetings in twenty months.
Outbound to fleet managers and dispatch leads across the Mountain region. Top of the SDR board eleven months out of twenty; built the call script the team still uses for cold-chain prospects.
Renewals and upsells for a regional office-supply distributor. Learned to sell on the phone to people who did not want to talk, and to keep a clean CRM.
Landmark wins
Six deals worth reading
The accounts are renamed and the figures rounded, but each one is a real deal with a real number behind it. Every row opens to how it was run, stage by stage.
Enterprise Meridian Foods Eleven distribution centers moved onto one cold-chain platform, won on a single-site pilot with a pass mark the CFO wrote.
Enterprise Northline Freight A four-hundred-truck fleet moved off paper dispatch after I rode three routes before showing anyone a screen.
Expansion Cascade Cold Chain A yard-management expansion that came out of a quarterly review, not a renewal call, and closed in forty-one days.
Enterprise Larkspur Components A parts manufacturer with three plants and a spreadsheet, moved onto plant-floor scheduling after a pilot on one line.
Mid-market Harbor Ridge Grocery A regional grocer's two distribution centers moved off a legacy warehouse system, closed remotely in the middle of 2020.
Partner Summit Line Logistics A 3PL with forty client warehouses, won through the partner channel with a joint plan the partner's own reps could run.Skills
What I bring to a territory
Five squares is where I could teach it. Three is where I am useful and still learning. The red rows are what I am sharpening this year.
How I run a deal
Six stages, one plan
Every enterprise deal I have closed went through the same six stages. The day counts are medians from the last three years at Freightline, a 94-day cycle end to end.
Two calls to find out whether there is a problem worth money, who owns it and whether anything has to change this year. Half of what enters here leaves here, on purpose.
Site visits and ride-alongs with the people who do the work, then a one-page brief the buyer edits: the number they measure, the number they want, what is in the way.
A scoped pilot on one site or one lane with a pass mark agreed in writing before it starts. No general demos and no feature tours.
Pricing built from the pilot's numbers, a mutual action plan with procurement and legal on it, and a signature date both sides commit to.
The signed plan goes to implementation with the pilot's pass mark attached, so the customer is measured against what they actually bought.
A quarterly review against the original number. Every expansion I have closed came out of one of these reviews, never out of a renewal call.
References
Four people who have seen the number up close
A manager, two customers and a rep I coached. All four have agreed to take a call, and their details are in the full CV.
Marcus is the rep I hand the account nobody else could open. He came back from three site visits with a brief the customer's COO had signed, and the deal closed on the date written on that brief.
Dana Whitfield VP Sales, Freightline ManagerHe was the only vendor who asked to ride a route before showing us a screen. We bought because the plan he wrote down was ours, and a year later the number on it matched the number in our books.
Raymond Ortiz VP Operations, Northline Freight CustomerProcurement expected a fight over terms. What we got was a one-page plan with our own dates on it and a rep who said no to two things we asked for, with reasons. We signed a week early.
Helen Marsh CFO, Cascade Cold Chain CustomerHe made me write the loss log. I hated it for a month. It is the reason I hit my first full-year number as an AE, and I still send him the Friday entry.
Tyler Nguyen Account Executive, Freightline CoachedAwards and certifications
On the record
Three President's Clubs, the frameworks I actually use, and the two things I have said out loud about selling.
Awards
President's Club
Freightline, top 5% of the sales organization, third award
Deal of the year
Freightline, the Meridian Foods multi-site agreement
President's Club
Freightline, top 5% of the sales organization
President's Club
Corridor Software, top 10% of the sales organization
Certifications
MEDDPICC Certified Practitioner
Enterprise qualification framework, renewed annually
Sandler Enterprise Selling
Twelve-week program, Denver cohort
Challenger Sale Foundations
Freightline sales academy
CSCP, Supply Chain Professional
ASCM, to speak the customer's language
Talks and writing
Ride the route before the demo
Talk, Denver Enterprise Sales Meetup
The loss log
Internal guide adopted by Freightline's sales academy
Practical questions
Before you write
The six things every recruiter asks in the first call, answered here so the call can be about the role.
From January 2027. My notice period is four weeks and I will finish the quarter I am in, so the earliest realistic start is the second week of January.
Hybrid in Denver by preference, fully remote across the US for the right territory. I travel to customers two to four days a month either way.
For a first-line leadership role, yes, within the US. I have sold across Mountain, Central and Pacific time zones from Denver for six years without it costing a deal.
An enterprise territory with a real product in logistics, manufacturing or supply chain, or a first-line manager role over four to eight account executives.
I will talk numbers on the first call. I care more about the split, the accelerators and how quota is set than about the headline figure.
Yes. Every attainment figure on this page can be verified with the managers named in the CV, and four references are ready to take a call this week.
Eight years of quota on two pages.
The CV carries every year, every employer, every certification and the four references by name. It is the document I would want to read if I were hiring.
Contact
Send the role and the number
Tell me the territory, the quota and when you need someone in the seat. I reply within two working days, usually sooner.
Email is fastest. The form reaches the same inbox.
- Location
- Denver, CO · hybrid or remote
- Available
- January 2027
- Notice
- Four weeks
- References
- Four, ready to take a call
Thank you - your note is in. I reply to everything within two working days.