What Salespeople Should Ask on Job Interviews

What Salespeople Should Ask on Job Interviews | JobSearchTV.com

By Jeff Altman, The Big Game Hunter

Too often, sales people find themselves in situations where they step from one bad situation into another. My guest Darin Alpert of Repvue.com and I discuss questions you should be asking to avoid winding up in deep kimchi.

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So my guest today is Darin Alpert. Darin has been a leader in ratings and review platforms for the past 10 years, and is currently VP of strategy at repvue, which salespeople use to get insights into sales organization performance that you can’t get anywhere else. And frankly, that’s a true statement. You can’t get a lot of this stuff anyplace else. Darin, welcome. Thanks for making time today.


Thanks, Jeff. Likewise, it’s good to be here,


Thank you. So how did you get involved with sales? Off target earnings? Okay. We’ll get to the t shirt in a second. How’d you get involved in sales? How’d you get involved with repvue? And folks, we’re gonna be talking about questions you should ask in interviews when you’re up for sales jobs.


Yeah. To answer the first question, how did I get involved in sales. I mean, my dad has been in sales. For a little under half of his career, he was actually a college professor of mechanical engineering. They cut his program at the local college that he was teaching at in San Diego where my parents live. He ended up selling the software that he used to teach. It’s called SolidWorks. It’s 3d design software. I saw like I was 14, 15 when that happened, when they cut his program & started selling. I saw, he was making way more money selling software than then he was teaching it and just the family dynamic. You know, making more money versus being a college professor was way better. And I said, ‘That’s interesting. Selling. Like, I feel like I can have conversations with people and heard my dad on the phone all the time. And using the engineering mindset of like reverse engineering problems to come up with solutions and seeing how much money he was making doing that, I said, that’s something I could see myself going into. So it was really about like the lifestyle I wanted. I feel like that’s career advice for people is like reverse engineer the lifestyle you want and then figure out the job you should that you want to get from that. So that’s how we got into it.


It’s funny. The first step up from being a starving student is to be starving professor.


Yeah, yeah. Yeah, it was like, you know, parents, have two sisters, live in San Diego. It’s not like the cheapest lifestyle and just that one switch made a huge difference for the family.


So how did you arrive at repvue? What’s its story? Tell us about that. And spell repvue for everyone. R-E-P-V-U-E; it’s on the shirt, folks. I just saw it there


Exactly on the shirt here. Yeah, how did I how to get the repvue. I’ve been in the rating. I like to put the intro thank you for that. I’ve been in the ratings and review world pretty much my whole career. A friend of mine and I launched a startup called Find me gluten free, which is now the largest rating and review site, an app for gluten free people. From there went to a company called Bazaarvoice. They do ratings and reviews for brands and retailers, Nike, Walmart, Costco. Anytime you read reviews, it’s powered by BazaarVoice. Then went to G2, which used to be G2crowd– ratings and reviews for buying software. Started there as a individual sales contributor and then managed the sales team. Built a team out from scratch. So I’ve been … it’s kind of repvue is the mix of all those worlds. Its ratings and reviews plus selling–How hard it is to do sales hiring. Like I had to hire five salespeople and build out a team from nothing. It was just me as a account executive. I got promoted into management. And it’s not an easy thing to do. I mean, building out a sales team quickly and getting them productive is not easy to do. And for me, I have always been in this world of transparency, which is the whole idea of what ratings and review sites are. It’s just crowdsourced data for the rest of the crowd. And repvue is the intersection of all that. And when I got introduced to Ryan Walsh, our CEO and founder, we just hit it off very quickly. As far as like the way we think about the world, transparency that should be in sales organizations. And repvue’s is been a perfect home for me. I’ve been here since July full time.


So folks, if you work in sales, you know that when you interview for a job, they blow a lot of smoke at you. And it always sounds great. And salespeople, as rough and tough as most of you think you are, you’re the most gullible people on the planet. Any car salesman sees a salesperson walking in, and they know they got a deal.


Yeah, it’s funny. My wife is from Philadelphia. I always have her deal with salespeople or anybody that would like short term kind of interaction, hotel front desk, if she wants more towels or something, because I’ll just, I’m usually too nice, honestly.


Yeah. So just recognize that you’re not as smart as you think you are. You’re not as knowledgeable as you think you are when you’re taken out of your place of comfort. So what repvue is going to help you with is crowd sourced information about what it’s like to work at a lot of these organizations, plus a lot of great information about how to evaluate and assess firms as you talk to them. So let’s look at some of the questions people can ask if they’re up for sales jobs. Okay. Question number one.


Yeah. Do you want me to get into this? Yeah, let’s do it. Yeah. So number one. So we have a blog on our site– the questions to ask the hiring manager when you’re interviewing for a sales role. Number one is, if I asked the last three reps who left voluntarily about your organization, what would they say? And you might get a, you might get a slew of answers with that one. If you see the hiring manager start to squirm and like figure out what they what they are gonna say answer-wise, that to me is kind of an immediate red flag. But you want a candid, honest answer. Like just be Simon Cowell. Don’t give me the the BS answer. You know, like, just just be right to the point and be honest about it. I think transparency tends to win. Yeah, that’s where I would start. I would love to hear your feedback, as you’ve, you know, been in your career.


The one thing I would say right off the bat is it’s not just what they say that matters. It’s how they answer your question.




Much the same way as they’re looking to you. You have to look at them. And if you start getting the nervous response, if you start getting the one, where you just know, it’s BS-You’re a salesperson. You know, when you’re getting a con. Pay attention. When you’re dealing with customers, you recognize the con. But often on interviews, people, this is a fact he told me that/she told me that, it doesn’t work that way, does it? So smell the BS. Ask follow ups to that question. And, you know, one of the one classic things is, why did they leave? And they left for a better opportunity. And most people just accept that. You got to dig in another level and go, ‘What made it a better opportunity?’

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They got away from me.


What was missing in their current role that they felt the desire to go look for another one?


And the answer . . . Because again, sales managers lie as much as salespeople lie. No disrespect, folks, sales managers do exaggerate. I’ll be kind about that. So given the fact that you’re going to be exaggerating, and so are they don’t accept what the answer is dig in another layer and find out what needed a better opportunity? Or what made them receptive to the call to the best of their recollection? How did they do while they were there things along those lines that allow you to observe their mannerisms so that you can smell the BS, if it comes up and investigate later on in the interview in a different way. Try get a clear answer.


Well, and that different way, I mean, we live in a world where we’re more connected now than we ever have been in human society, right? The internet is at the click of your fingertips. You can go on LinkedIn and find three reps that left an organization voluntarily, like you can if you do enough digging. You can go find those people and they tend to have those conversations.


Yeah. Perfect, perfect answer. Find them on LinkedIn. Message them, say I’m up for a job with your former firm. Tell me why did you leave? Yep. And thus, you can see whether the manager lied to you.


Exactly. It’s fact checking, it’s getting a second opinion. And that’s actually something you can do. You know, I’ll plug repview plug, is you can actually ask questions on repview. And there’s a notification that will go out to any former employee that left a rating and review for that company and you can you can have a . . .we can help set up that those conversations as well, too.


GOODY! What’s the second question someone could ask?


Yeah. Number two. If I’m joining a division that has 30 or call it X number of reps. How many of how many of them hit their number last quarter?


Oh, our guys did great.


Yeah. What does that mean? What does that mean? Because you’ll get an answer like, oh, well, the team crushed their number. The team blew out the quota, but  the team might be carried by . .  .let’s say the team has 10 reps. The team might be carried by 2, 3, 4 of those reps, and the other six weren’t even close to hitting their quota. But the 2, 3, 4 hit the entire team number and most of the time the managers, the sales managers got a number that they need to hit, which is usually a smaller percentage of the accumulation and all the reps on their team because they bake in, you know, peole aren’t hitting quota. Like your failure is built into the, into the quota, right? So you need to really get specific around how many of those teams hit quota. And how many people on the team did.


And I would love it if a manager said, ‘of the 10 people we had in the team, eight of them hit their numbers. Two were relatively junior people, and they started mid cycle. Why do I love that? Because there’s texture in the answer. It’s not just simply that BS. ‘Oh, they crushed it.’


Yep, one layer deeper. How about the hiring manager pops open their CRM, whether it’s Salesforce, HubSpot, whatever, and pulls up the dashboard of the rep quota attainment, because they’ll have that dashboard and show me the dashboard. Let me see that. But you want to see my resume, you want to see my quota attainment, my past jobs, why don’t you show me your team’s quota attainment? What’s the difference?


Beautiful, beautiful. This is fun.


That’s also again, another repview plug is like, we become a glimpse into that Salesforce dashboard with the data that we collect. We know what percentage of individual teams are hitting quota. And that’s what we’re trying to help solve is we know that the managers aren’t gonna show off the dashboard. We help show off the dashboard.


How do you get access to that data from a firm’s dashboard or approximate numbers that demonstrate the dashboard.


Yeah, yeah, good question, Jeff. When salespeople log on to repview to join, they don’t get access to any of the data. They have to leave a rating for their current organization or a previous organization in order to get access to repview. So leave one rating; get access to all of them. One of the questions we ask is, and we’re very purposeful about this, we don’t ask, ‘Did you hit quota last quarter,’ because everybody’s gonna say, ‘Yes.’ We ask what percentage of your team hit quota? And that helps solve this number two question. And then we aggregate all that and show that number versus did the rep hit quota?


Got it. Nice way of approaching it. What’s another question that they can ask? So this would be number three, I think.


Yep. Well, number three, what are the top three reasons you’ve lost a deal over the last couple quarters? Answers here are really interesting. Oh, the rep wasn’t trained properly, or wasn’t a good fit? Or they lost budget. Like those are those are kind of fluffy answers.


The owner got in the middle of the deal, demands that a certain percentage on top that we’d never have gotten from anyone like this before and lo and behold, the deal got blown up because the owner stuck his big nose into the middle of the transaction.


Yeah, it’s funny. You mentioned that. I did a LinkedIn post over six months ago, maybe, about how we did a poll. I asked, ‘Have you ever brought in a sales leader into one of your deals and had it go sideways?’ And the majority of people said yes. And like, I got a bunch of direct messages, like with people saying, ‘Oh, you just brought up a really bad memory about how I brought in so and so. And the deal went sideways, and we lost them.’ They didn’t want to deal with a leader. Yeah, that’s probably an answer you’re not going to get from a sales leader is like, Oh, it was me. I’m the one that helped lose the deal.


You’re right, I’m gonna confess, I blew up the deal.


Exactly. That happens all the time. Right? Like there’s personality clashes, or like, maybe that is on the rep for not giving the manager enough information going into it, the manager started making assumptions or the management a lot, I was guilty of this when I went into sales management, like becoming a super AE, that happens a lot too. You get like a really good rep that goes to management. And they try to become like a super AE and close all the deals like it’s it’s a totally different skill set, being a manager versus being an AE. So different conversations, but


it’s very true. And I’ll just say, it’s not just simply in sales, being a manager is completely different. If you think it’s means being the best of the people who do stuff, you’re wrong.


Yeah, yeah, exactly. So if there’s a manager, I would love to hear a manager say, you know, I messed that one up, I got involved too late. Or I got involved too early. I mean, there’s, there’s all these different variables where things can go sideways, and why not be able to control what you can control


number four,


number four, I feel like we’re on Letterman. We’re like the top 10 Countdown. We’ve only got seven. What is the average percentage of pipeline generated by marketing versus sales? And that’s a really telltale sign. You can get a lot of insight into an organization out of that.


Explain that for the junior people who might be watching this.

150 Sales Statistics—Prospecting, Calls, & More

Yeah, yeah, so a lot of sales teams will have what’s called an SDR which is a sales development rep. They sometimes will report into marketing. Most of the time they report into sales. There’s a debate as to who they should report into. But in this case, let’s say they report into sales. The SDR’s sole job is going out and doing outbound prospecting to the customer. So they’re sending LinkedIn messages or emails or sending cookies or whatever, to try to attract business and drum up, they’re going to trade shows as well. And it’s interesting to see how much that question of where does the majority of your pipeline comes from? Whether it’s marketing or sales, will give you an answer to, one, how aligned are marketing and sales in your organization, because there’s a lot of companies that do not have great sales and marketing alignment, which is could be an hour podcast in itself. And, two, if it’s not coming from marketing, and this is a lot of times salespeople will interview with a marketing leader as well as a sales leader. And you might get two different answers. Marketing will say, ‘Oh, we sourced the majority of our pipeline versus sales, goes and we actually are the ones doing the majority of it. So you want to make sure that you’re getting an answer that is actually legitimate to what the reality is. And it’s really how much product market fit is there? How much work am I going to have to go do to drive demand for what we’re selling?


It’s interesting. I have a friend who heads up marketing. He said about marketing, has been CMO for a couple of firms now. And he claims credit for everything that comes comes through sales. Yep. And he’s great. And he claims credit for everything. It’s his job to do that. But that’s a different conversation.


Yep. And that’s like, okay, should marketing report . . .  like there’s organizations where marketing reports into the Chief Revenue Officer. The Chief Revenue Officer handles sales and customer retention. I mean, there’s different ways to structure it. But at the end of the day, you want your your head of marketing, your head of sales to be on the same page.


And thus, a good answer to that question that someone might expect would be?


In an ideal world, the majority is marketing, right? Like they’re locked, they’re casting out the bait and sales is reeling it in. One of the great lines I’ve ever heard a guy named Joe Chernoff. He’s actually the CMO of a company called Pendo. here in Raleigh where I’m based. It’s marketing’s job to get the audition and its sales job to get the part. In an ideal world, the majority is coming from marketing, because you’re bright, you’re doing such good branding and all over the place where you need to be in front of your prospective buyers.


If I mentioned the play Glengarry Glen Ross, would you recognize that? Always be closing as one line from it. But the other one is, I want the good leads. Don’t give me the crap leads.


Yeah, a lead is not a lead, you know, not all leads are created equal.


So true. So true. Number five,


Number five? Yep. Now we’re gonna get into the nitty gritty. Can you share with me the comp plan for this year? And you might get a bunch of answers for that. ‘It’s, oh, well, you’re gonna get X amount of commission if you close Y amount of dollars, and then it goes to z amount of commission, when you close a amount of dollars. You want to get it, the more complicated the comp plan, the harder it is for you be able to hit your number because you’re trying to make it hard. That tends to be a general theme with comp plans. How you know, another telltale sign is most comp plans should come out within the first I’ll say within the first month of the fiscal year starting. But there are organizations where the comp plan is not even rolled out until like . . .  there’s companies that have still haven’t gotten their comp plan. And it’s May, which is crazy to me, like how do you expect a rep to be motivated? They haven’t gotten their comp plan yet. It’s absolutely bizarre. Well, it tells me that they don’t care about their reps. Like this isn’t a a big enough of a priority for you to do this. Like you don’t care about your reps enough to wait that long.


And since every comp plan gets revisited every year.  When Would asking about the previous year’s comp plan be of any value?


You just hit up number six. That’s number. That’s number six is a great segue. Yeah. You as a rep, you want to understand if there’s a discrepancy between what this year’s is versus last year’s. Maybe the quotas went way up. Maybe the commission rates got cut, maybe. There’s so many different variables. Those are the big ones that . . . like if your commission rates getting cut, why? What’s causing that?  Is the company having cash flow issues like that one question will unravel a lot of other things about the health of the organization.


I’m sorry, I wasn’t staring at the list. This is natural conversation that prompted me to ask that question. But since sales managers have a tendency to exaggerate, is it common for for sales staff to interview with other salespeople as part of the interview process?


Yes, it should be. And that’s where you want to get, you want to make sure that you’re getting an understanding of, of how teams are performing and how reps performing, and not just the top rep, you don’t want to just talk to the top rep, because you’re gonna get the same answer. The top rep has been there, probably for four or five years. We’ve got the best territory that you’re gonna come to find out. And that’s not the reality of the new rep. You’re gonna get, you’re gonna get a territory that hasn’t been defined that way. You know, you’re gonna get the what, almost a scrap sometimes. You know what I mean? It’s like, we’re gonna bring in another salesperson to handle this.


It’s the one where the last four people have washed out. But good news, we expect you to be different.


Exactly, yeah, we brought you on, because you’re so great at what you do.


You’re not going to be a loser, like the other four people who worked that territory.


Yeah, and now that I’m thinking about our seven questions, I almost think we could rephrase our last, maybe we add one, but like, I’ll make this number seven. versus what we have now is why is this territory open? Why is my job even a job? Did somebody leave? Are you slicing off a new territory? Are you rolling out a new product line? Like why am I even interviewing for this job? Why is even available?


And would you then dig into what numbers the person got who was last working that territory? And thus, if it was carved off from an existing one, is this the remnant that this person didn’t have time to service. It’s really no revenue being generated out of them now. And thus, you’re basically going into rainmake business in a place that Hello! Hello!


Thank you one more time on the shirt.


You’re squeezing, squeezing blood out of a stone, right? And in that that’s not where you want to be as a salesperson. Like a good answer is so you ask the question, why is this territory open? ‘These are accounts that we’ve never touched.’ That’s probably the best answer you can get. It’s the company has been growing. We can’t hire enough salespeople to keep up with the demand from customers. Ideally, you’re getting that backed up by talking to other reps. They’re like, ‘yeah, I literally am so busy that I can’t handle all this.’ But you don’t want to go into a territory that’s been completely picked over. Where you don’t have much left. You know, that’s just not a fun place to be. You’re going to end up at off target earnings. You’re not going to hit your on target earnings.


Off target earnings. Yeah, I hate to, you know, I joke about this. Like, I wish . . .  I joke about this with Ryan, our CEO. I wish revenue wasn’t even a thing. I wish it didn’t even need to be a thing because it would mean that sales orders are transparent, it would mean that hiring managers were transparent. It would mean that reps would get the full insight that they need when they’re going in to get a new sales job, that they don’t have to go in and dig into the questions and get the answers, that we can help provide. I just wish we weren’t even there.


And I’ll just share with you the three jokes of the recruiting business, because I think it’s true about sales organizations. How you tell a candidate or how can you tell a salesperson’s lying to you?




Their lips are moving?


Oh, that’s not nice. That’s not nice.


I’m not here to be nice. How can you tell one of your institutional customers or have you told sales managers is lying to you? Yes, their lips are moving. And, thus given that everyone’s posturing for advantage in the transaction. You have to do what you can to break through the ‘exaggerations’ as I politely called them earlier, and try and get down to some really core stuff. Test it with former people, with existing staff to get an idea if smoke has been blown up your (sniff. sniff) butt. and be able to dissect whether or not you can trust this person sitting opposite you. Because that’s exactly what they’re trying to do with you. They’re trying to figure out if they can trust you. And like all salespeople, you go in gullibly, and as rough and tough as you think you are, so often you walk in and go, ‘he told me this, she told me because everything they say is true.


And I think  . . .so we talk about this a lot. We talked about how the past experience from a salesperson, and even past performance is not indicative of future performance. So how you did it, your previous job, doesn’t mean you’re going to be good or bad at your next job. So the interview process should be how are you going to be good at this job? Why should we hire you for this job? And it may . . . like your past experience may be part of that. Like Ryan brought me on because I’ve been in the ratings and review role my whole career, but that doesn’t mean I was gonna be good at repvue. I still had to learn repvue, and I think one of the ways for, for everybody to get on the same page really quickly about whether or not a candidate is going to be good for this job that they’re applying for. And that’s the beauty of sales is putting them through an in person roleplay. And, this is another topic that gets hit on with sales interviewing is, should the candidate roleplay and try to sell the product that they would be selling? That they’re not an expert on yet, that they don’t fully understand? Or should they sell, try to sell their current product that they’re selling? Or maybe for . . .  I’ve talked about this on LinkedIn. If it’s a person that’s going for an entry level sales role, sell me on why why you love your favorite hobby, or you’re into snowboarding. Tell me why you love snowboarding? Why should I go try snowboarding? What are the benefits I’m gonna get from it.

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Anything that gets them to talk. Anything that gets them off script? Because let’s get practical. Folks are gonna go to repvue. They’re going to learn a lot of basic stuff about how to interview for sales roles. And they’re gonna get a lot of data. And they’ve got a script to work with now. And as a hiring manager, a sales manager, you want to get them off the script. You want to do anything that’s going to break their equilibrium, to get a sense of how they’re gonna respond when there’s crunch going on.


Yeah, and that’s where the roleplay with the product that you would be selling like, I don’t think it’s set up for people to win because you don’t know the full . . .  like, I’ve been in those scenarios where I’ve been interviewing for roles. And some of it got very, very technical, I wasn’t fully trained on the product. And because I wasn’t working there yet, right, like I was in the industry, but I didn’t know the little nuances that the team I was interviewing with knew, and I haven’t done well on a lot of those. But if it’s a pitch me on your current product, and why we should buy that, like that’s, you set the stage of the scenario who the buyers are, etc. I would rather see the best come out in a person than the worst, right? Like, at least it’s setting them up to win.


And that’s what I coach organizations I work with, to do on interviews. If you’re interviewing a salesperson. Midway through the interview, I’d say something about the product that you’re selling now, do your presentation to me, and I’m going to be the obnoxious buyer. Yep. Just watch how they handle it. See if they do a good job with the presentation. If they don’t, you can press the buzzer, send the trapdoor and send the chair over backward into the mouth with the crocodiles.


Yeah, hopefully, we’re going a little easier on people these days. You know, it’s 2022. I think everybody’s been through a lot. But, yeah, I mean, I and the other side of it, too, is like, ‘Alright, do your presentation.’ And then the interviewer gives some feedback on how the candidate did. And then one, one big thing you can pick up on whether or not you want to hire them is how coachable is that candidate? Like? Are they taking the feedback that you gave them? And are they implementing it in a way that you wanted them to? And if they are, that’s usually a sign of somebody that you potentially want to work with.


I just come out of old school, I’m sorry.


I just think the world has evolved. And a lot of those, like the Glengarry Glen Ross’  of the world and the sales orgs are not like . . . there are still some of that. But there’s, you know, the new wave of leaders that are coming in that have never been exposed to that type of thing. And, you know, it’s less about, like this cutthroat sales floor like everybody’s at home, right? Like we’re sitting on a zoom, this is where most sales meetings happen now. And it’s about being empathetic and being a human being. People buy from people, you know,


it’s so true. And I came out of a city, when you work in recruiting, it is that kind of a cutthroat environment. And you got to recognize people exaggerating and conning you all the time, because they view you as the gatekeeper to what they want. So under those circumstances, sorry, it’s the world I lived in for so long. And as a coach, I try and break people with those habits. And I kid them about the habits too, but that’s a digression. Have we not covered anything yet that we really should?


Um, I think there’s actually like a nice segue into this part of conversation too is one of the things that we capture with repvue is the tech stack that a sales organization uses and that gives a really good indication into how forward thinking sales orders are nowadays. So there’s tools . . .  there’s so many sales collaboration tools, and that’s that’s where it’s not like this Glengarry Glen Ross, you know, cutthroat sales floor, kind of like sweatshop type type model. There’s more power in in the collection of data of one rep talking to a prospect and how another rep can benefit from that. Or, hey, here’s all these stories that we’ve collected from other customers similar to the prospect that you’re going after like Take all this because we want the whole organization to win. And I think that’s where a lot of sales orgs switched over to and, and we capture that data. With capturing the tech stack that the sales orgs use. So to me, another question that I would ask is, what’s the number one thing that you’ve done to make sure that the team is still collaborating in a post-COVID world where we’re working from home and not on the sales floor. We can share stories, and you’ll get some telltale answers out of that. ‘Oh, we don’t have any collaboration tools. Oh, we’re working on that. Or it’s, we use Gong, we use Chorus, we use some of these tools out there that record and capture calls, create a library, let the team get an understanding of what everybody else is talking about.’ And we collaborate in a weekly meeting where we share share best practices and tag people in calls so they can listen to certain snippets. Like that’s that’s a modern sales org. And that’s that’s where it’s evolved into.


Yes, it is. This is so much fun, Darin and I really mean, how can people find out more about you, repvue, the whole bit?


I’m on LinkedIn. Ryan Walters, CEO and I are all over LinkedIn posting posting insights for salespeople. My email is Darren@repvue.com Darin@repvue.com. Our website, if you’re a salesperson and want to get an understanding in sales orgs, we’re at repvue.com r-e-p-v-u-e.com


And what’s your LinkedIn page?


It’s my name Darin Alpert. That’s the easiest way so D-A-R-I-N-A-L-P-E-R-T


so it’d be linkedin.com/in/DarinAlpert Darren, this has been wonderful,

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Jeff Altman, The Big Game HunterJeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves career coaching, as well as executive job search coaching, job coaching, and interview coaching. He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with over 2400 episodes.

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