SaaS Account Executive & Sales Director | Delivered $8.2M ARR (146% To Plan) | Salesforce Certified | Full-Cycle SMB & Mid-Market Sales

I’m a full-cycle Account Executive specializing in net-new logo acquisition, pipeline creation, and Salesforce-driven GTM execution across both SMB and Mid-Market customer segments. I drive revenue growth by owning the entire sales cycle from outbound prospecting and executive multi-threading through negotiation, deal closing, and post-sale expansion within subscription-based and tech-enabled businesses.

Throughout my career, I’ve built repeatable sales motions that improve pipeline velocity, forecasting accuracy, and quota attainment. I bring a hands-on, execution-first approach to selling, combining disciplined pipeline management with Salesforce-backed reporting, dashboards, strong pipeline hygiene, and a weekly forecasting cadence. 

I’ve operated as both an individual contributor and a player-coach, carrying a personal quota while supporting team execution through structured sales processes, territory management, and CRM optimization.

Key Achievements 

• Delivered 121% of net-new revenue quota by sourcing pipeline and contributing to the close of 28 SMB and Mid-Market new logos, including 8 personally closed full-cycle deals totaling $416K ARR, through outbound prospecting and executive multi-threading.

• Closed 45 SMB and Mid-Market net-new logos in a single fiscal year, generating $800K ARR through outbound prospecting and multi-threaded executive engagement.

• Led a Salesforce CRM implementation that improved forecasting accuracy by 28% within six months while delivering the rollout $25K under budget.

I’m now focused on applying this proven full-cycle sales playbook within SaaS and technology companies that have strong product-market fit, particularly in SalesTech, RevOps, HR Tech, and the Salesforce ecosystem.

Based on a company’s growth stage, I can contribute immediately as a quota-carrying Account Executive, with the ability to operate as a player-coach or support GTM execution through Salesforce-backed sales process optimization.

If you’re hiring for an Account Executive role within SMB or Mid-Market teams in Atlanta or remote, I’m open to connecting here or at jboltonatlanta@outlook.com.

Jeffrey Bolton

𝗗𝗮𝘆 𝟭 𝗶𝗻 𝗮 𝗻𝗲𝘄 𝘁𝗲𝗿𝗿𝗶𝘁𝗼𝗿𝘆. 𝗛𝗲𝗿𝗲'𝘀 𝗲𝘅𝗮𝗰𝘁𝗹𝘆 𝗵𝗼𝘄 𝗜'𝗱 𝗯𝘂𝗶𝗹𝗱 𝗽𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗳𝗿𝗼𝗺 𝘀𝗰𝗿𝗮𝘁𝗰𝗵.

Most reps start with activity. Calls, emails, outreach.

I start with clarity.

Before I touch the phone, I'm doing three things:

𝟭. 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝘀 𝗯𝘆 𝗳𝗶𝗿𝗺𝗼𝗴𝗿𝗮𝗽𝗵𝗶𝗰𝘀.

Size, industry, location. I want to know where my ICP actually lives in this territory before I start spraying messages everywhere. In SMB and Mid-Market, this matters even more, you can't afford to chase the wrong accounts when deal cycles are shorter.

𝟮. 𝗛𝘂𝗻𝘁𝗶𝗻𝗴 𝗳𝗼𝗿 𝗾𝘂𝗶𝗰𝗸 𝘄𝗶𝗻𝘀.

Not the biggest logos. The ones most likely to move. Warm signals, recent activity, past engagement. Early wins build momentum and buy you time to work the longer plays.

𝟯. 𝗗𝗶𝗴𝗴𝗶𝗻𝗴 𝗶𝗻𝘁𝗼 𝗰𝗹𝗼𝘀𝗲𝗱-𝗹𝗼𝘀𝘁 𝗱𝗲𝗮𝗹𝘀.

This is where most reps skip. But closed-lost is full of signal. Why did they say no? Was it timing, budget, fit, or something else? Patterns start to show up fast.

The goal isn't just to be busy.
It's to be strategic before you're reactive.

Activity without clarity is just noise.

𝗪𝗵𝗮𝘁'𝘀 𝘆𝗼𝘂𝗿 𝗳𝗶𝗿𝘀𝘁 𝗺𝗼𝘃𝗲 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂 𝗹𝗮𝗻𝗱 𝗶𝗻 𝗮 𝗻𝗲𝘄 𝘁𝗲𝗿𝗿𝗶𝘁𝗼𝗿𝘆?

#sales #b2bsales #saas

Account Executive | Net-New Logo Acquisition, Full-Cycle Sales & Salesforce-Driven GTM Execution | SMB & Mid-Market SaaS

𝗡𝗲𝘄 𝘆𝗲𝗮𝗿, 𝘀𝗮𝗺𝗲 𝗳𝗼𝗰𝘂𝘀: 𝘀𝘁𝗮𝘆𝗶𝗻𝗴 𝗰𝗹𝗼𝘀𝗲 𝘁𝗼 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸.

The end of the year was a good chance to step back and reflect on what has mattered most in my roles. Full-cycle GTM execution, strong pipeline discipline, and building revenue that is repeatable rather than reactive across SMB and Mid-Market environments.

Looking forward to the conversations and learning that 2026 brings.

𝗧𝗵𝗲 𝗱𝗲𝗮𝗹𝘀 𝘁𝗵𝗮𝘁 𝘀𝘁𝗮𝗹𝗹 𝗮𝗿𝗲𝗻'𝘁 𝗺𝗶𝘀𝘀𝗶𝗻𝗴 𝗯𝘂𝗱𝗴𝗲𝘁. 

𝗧𝗵𝗲𝘆'𝗿𝗲 𝗺𝗶𝘀𝘀𝗶𝗻𝗴 𝗮 𝗯𝘂𝘆𝗲𝗿 𝘄𝗵𝗼 𝗰𝗮𝗻…

Se𝗹𝗹 𝗶𝘁 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝘆𝗼𝘂.

Early in my career, I ran qualification like a checklist.

Budget? Check.
Timeline? Check.
Authority? Check.

And deals still stalled. Sometimes they disappeared entirely.

It took me a while to realize the problem wasn't the buyer's interest. It was their confidence.

They believed in the solution. They just weren't sure they could defend it when I wasn't in the room.

So I changed the question I was asking myself after every strong call:

𝗖𝗮𝗻 𝘁𝗵𝗶𝘀 𝗯𝘂𝘆𝗲𝗿 𝗲𝘅𝗽𝗹𝗮𝗶𝗻 𝘁𝗵𝗶𝘀 𝘁𝗼 𝘁𝗵𝗲𝗶𝗿 𝗯𝗼𝘀𝘀 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗺𝗲?

Now I focus on three things before moving a deal forward:

– The problem in their words, not mine
– The outcome their leadership actually cares about
– The risk they're quietly worried about if this doesn't work

When I started doing this, something shifted.

Fewer deals ghosted.
Fewer "let me check with my team" responses.
More buyers who showed up to the next call ready to move.

Qualification isn't about checking boxes.

It's about making sure your buyer can carry the story forward when you're not there.

𝗪𝗵𝗮𝘁'𝘀 𝗼𝗻𝗲 𝘁𝗵𝗶𝗻𝗴 𝘆𝗼𝘂 𝗹𝗼𝗼𝗸 𝗳𝗼𝗿 𝘁𝗼 𝗸𝗻𝗼𝘄 𝗮 𝗯𝘂𝘆𝗲𝗿 𝗶𝘀 𝗿𝗲𝗮𝗱𝘆 𝘁𝗼 𝘀𝗲𝗹𝗹 𝗶𝗻𝘁𝗲𝗿𝗻𝗮𝗹𝗹𝘆?

𝗠𝘆 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝘆 𝗰𝗮𝗹𝗹𝘀 𝘄𝗲𝗿𝗲 𝗴𝗼𝗶𝗻𝗴 𝗴𝗿𝗲𝗮𝘁. 𝗧𝗵𝗲𝗻 𝗯𝘂𝘆𝗲𝗿𝘀 𝘄𝗲𝗻𝘁 𝘀𝗶𝗹𝗲𝗻𝘁.

For a long time, I treated discovery like a research project. Get the answers, fill the CRM, move on.

But I kept running into the same problem.

Buyers who seemed engaged on the call would go quiet afterward. Deals that felt solid would stall without warning.

It took me a while to see what was actually happening.

I was collecting information. But I wasn't helping the buyer think through the problem in a way that made them feel ready to act.

So I changed my approach.

Now I focus less on what I need to know and more on what the buyer needs to articulate.

The questions that changed everything for me:

– What happens if this doesn't get solved in the next 90 days?
– Who else feels this problem every day?
– What does success look like 3 months after go-live?

These aren't just qualification questions. They're clarity questions.

When buyers can answer them out loud, something shifts. They stop waiting for permission. They start building the internal case on their own.

Discovery isn't about gathering details.

It's about helping buyers see the problem clearly enough to move forward with confidence.

💡 𝗪𝗵𝗮𝘁'𝘀 𝗼𝗻𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝘆𝗼𝘂 𝗮𝘀𝗸 𝘁𝗵𝗮𝘁 𝗵𝗲𝗹𝗽𝘀 𝗯𝘂𝘆𝗲𝗿𝘀 𝗴𝗲𝘁 𝗰𝗹𝗲𝗮𝗿?

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Something I’m actively working to get better at 𝗧𝗛𝗜𝗦 𝗤𝗨𝗔𝗥𝗧𝗘𝗥 is...


Slowing down moments that feel urgent.

My instinct, especially in sales or problem-solving conversations, is to move quickly, connect dots fast, and offer direction early.

I’ve realized that speed can look like clarity, but it can also shortcut understanding.

So I’m intentionally starting to:

– Pause longer before responding
– Ask one fewer question, but make it count
– Let silence do more of the work

It’s been a little uncomfortable at first, as it feels like I’m doing less.

But the conversations are sharper, and the signal is clearer.

Still early, but it’s already changing how I approach my work.

𝗧𝗵𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝘁𝗵𝗮𝘁 𝗰𝗵𝗮𝗻𝗴𝗲𝘀 𝗲𝘃𝗲𝗿𝘆 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝘆 𝗰𝗮𝗹𝗹.

Most reps walk into discovery with a list of questions to get through.

I walk in with one goal: get the prospect to tell me what's broken.

Here's the sequence that works for me:

𝟭. 𝗛𝗼𝘄 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗰𝘂𝗿𝗿𝗲𝗻𝘁𝗹𝘆 𝗱𝗼𝗶𝗻𝗴 𝗫?

I adapt this to whatever process we're discussing. No script. Just genuine curiosity about how they operate today.

𝟮. 𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗹𝗶𝗸𝗲 𝘁𝗵𝗲 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝗽𝗿𝗼𝗰𝗲𝘀𝘀?

This is where friction starts to surface. People rarely say "it's perfect." They pause. They hedge. That's the signal.

𝟯. 𝗪𝗵𝗮𝘁 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗰𝗵𝗮𝗻𝗴𝗲?

Now they're naming their own pain. Not me telling them what's wrong, they're telling me.

The key to all of this: I listen more than I talk. In SMB and Mid-Market, you don't get long sales cycles to course-correct. Discovery has to be sharp the first time.

Most reps fill the silence with more questions or jump to pitch mode too early. But when you let the prospect sit in their own answer, they often go deeper than you'd expect.

Discovery isn't about getting through your list.
It's about creating space for the prospect to think out loud.

𝗪𝗵𝗮𝘁'𝘀 𝘆𝗼𝘂𝗿 𝗴𝗼-𝘁𝗼 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝘆 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻?

𝗠𝘆 𝗽𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗹𝗼𝗼𝗸𝗲𝗱 𝗵𝗲𝗮𝗹𝘁𝗵𝘆. 𝗠𝘆 𝗳𝗼𝗿𝗲𝗰𝗮𝘀𝘁 𝘄𝗮𝘀𝗻'𝘁.

For a long time, I held onto deals longer than I should have.

I'd tell myself the buyer was just busy. That the timing wasn't right yet. That if I stayed patient, it would eventually close.

But quarter after quarter, the same pattern showed up.

Deals I was "confident" about would slip. My forecast would miss. And I'd spend the last two weeks scrambling to make up ground.

It took me a while to see what was actually happening.

I wasn't protecting my pipeline. I was protecting my ego.

Letting go of a deal felt like admitting I'd misread it. So I held on, hoping something would change.

But hope isn't a strategy. And a bloated pipeline doesn't make you more accurate — it makes you less.

So I changed my approach.

Now I ask myself one question every week: If this deal disappeared tomorrow, would I be surprised?

If the answer is no, it's time to either re-qualify or let it go.

What that looks like in practice:

– I cut faster and prospect harder
– I stop chasing deals that haven't shown real momentum in 2+ weeks
– I'd rather have 10 real opportunities than 30 that look good on paper

The result: fewer deals, but better ones. And a forecast I actually trust.

Pipeline discipline isn't about having more.

It's about knowing what's real.

💡 𝗪𝗵𝗮𝘁'𝘀 𝗼𝗻𝗲 𝘀𝗶𝗴𝗻 𝘁𝗵𝗮𝘁 𝘁𝗲𝗹𝗹𝘀 𝘆𝗼𝘂 𝗮 𝗱𝗲𝗮𝗹 𝗶𝘀𝗻'𝘁 𝗮𝘀 𝗿𝗲𝗮𝗹 𝗮𝘀 𝗶𝘁 𝗹𝗼𝗼𝗸𝘀?

#sales #b2bsales #salesleadership #salestips #opentowork

How to not waste Saturday mornings on LinkedIn in 2026...


20 minutes. No posting marathon. Just better conversations.

1️⃣ Warm up the algorithm – Comment on 3–5 posts from people you’d actually want to talk to. Add value and ask one thoughtful follow-up.

2️⃣ Reconnect – Send a quick “Hey, saw this and thought of you” message to 2–3 past connections. Keep it personal, no pitch.

3️⃣ Share something useful – A quick tip, lesson learned, or resource that your ideal audience would thank you for. Doesn’t need to be long — value beats volume.

Do this consistently, and you’ll be surprised how often “just connecting” turns into real opportunities.

💬 What’s your favorite weekend LinkedIn habit?

 #SaaSSales #B2BSales #LinkedInTips

𝗜 𝘄𝗮𝘀 𝗳𝗼𝗹𝗹𝗼𝘄𝗶𝗻𝗴 𝘂𝗽 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁𝗹𝘆. 𝗕𝘂𝘆𝗲𝗿𝘀 𝘀𝘁𝗶𝗹𝗹 𝘄𝗲𝗻𝘁 𝗱𝗮𝗿𝗸.

For years, I thought follow-up was about persistence. Stay visible. Stay top of mind. Eventually they'll respond.

So I'd send the "just checking in" emails. The "circling back" messages. The "wanted to bump this" notes.

And most of them went nowhere.

It took me a while to realize what was happening.

My follow-ups were reminders. But they weren't giving the buyer anything new to work with.

I was asking for their attention without earning it.

So I changed my approach.

Now every follow-up has to answer one question: 

Does this make the buyer's next step clearer?

What that looks like in practice:

– Instead of "checking in," I send a one-liner that addresses something they mentioned was a concern
– Instead of "any updates," I share a quick insight relevant to their situation
– Instead of "bumping this," I offer a specific next step that's easy to say yes to

The difference is small but the results aren't.

Buyers respond faster. Deals move with less friction. And I spend less time chasing.

Follow-up isn't about staying visible.

It's about making it easier for the buyer to move forward.

𝗪𝗵𝗮𝘁'𝘀 𝗼𝗻𝗲 𝗳𝗼𝗹𝗹𝗼𝘄-𝘂𝗽 𝗺𝗼𝘃𝗲 𝘁𝗵𝗮𝘁'𝘀 𝘄𝗼𝗿𝗸𝗲𝗱 𝗯𝗲𝘁𝘁𝗲𝗿 𝘁𝗵𝗮𝗻 "𝗷𝘂𝘀𝘁 𝗰𝗵𝗲𝗰𝗸𝗶𝗻𝗴 𝗶𝗻"?

Randstad USA

-Prospecting new clients in the Atlanta area through sales activity on linked in, phone calls, email, and in
person
-Managing a full desk including sales and recruiting activities
-Recruiting and Interview top talent for available positions
-Educate clients on market rates, staffing best practices, employment solutions, and market trends
-Complete payroll for working talent each week
-Negotiate bill rates and placement fees to clients
-Perform background checks and drug screenings for employees

Talent Solutions Manager

-Responsible for maintaining current client relationships/managing partnership (generating orders)
-Targeting Prospects in my sales database. This required me to conduct cold calls, send marketing through social media, and visit prospects. 
-I would conduct meetings with prospects going over how our resources could help their staffing needs, what separates us from competition, and negotiation. 
-Able to accumulate 6 new clients in 5 months of working at Randstad at both the temp/perm and DH level.

Sales Staffing Manager 

Evo Solutions

As the Director of Evo Solutions, I am responsible for:
-managing the day to day operations 
-managing a team of 10-15 individuals 
-running 1st, 2nd, and 3rd round interviews 
-hiring and firing individuals 
-attending weekly conference calls 
-running social media pages and website 
-handling the companies finances
-managing client relationships

New Acquisitions

Junior Director

As client representative, I am responsible for: 
-marketing systems 
-product knowledge
-account management 
-learning the psychology of the role 
-student mentality 
-team environment

Corporate Trainer

Client Representative

Shorter University

The Hawks Sport Society is a student led organization at Shorter that creates network and volunteer opportunities to prepare students for their career paths-post graduation. As president, I organize and structure meetings and events. I  believe my hard-working mentality has allowed me to help grow the organization since 2019. This experience has given me the opportunity to become more confident in my public speaking abilities.

Hawks Sports Society President 

NCAA

Playing for the NCAA has allowed me to develop strong leadership, communication , and time-management skills. I am committed to the long practices, hard workouts, and succeeding in the classroom.

NCAA Student Athlete 

Student Athlete

Rome-Floyd Parks and Recreation 

Working for the Rome-Floyd Parks and Recreation, I have been able to work in multiple positions. I have been in-charge of keeping the scoreboard and score-book for youth basketball, baseball, and softball. I have also been responsible for opening and closing the concession stand, taking inventory of products, handling money, and dealing with customers. This experience has allowed me to expand and improve my customer service and leadership skills.

Food and Beverage Specialist

LakePoint Sports

As a brand ambassador, I was responsible for: 
-brand activation 
-marketing new sponsorship deals 
-engaging people to sample the products 
-informing customers about the companies product

Brand Ambassador

Rome Braves, Single-A Affiliate of the Atlanta Braves

As a member of the Food and Beverage team, I was responsible for greeting and serving customers, handling money, cooking food, and making sure season ticket holders were happy. Through this experience, I worked multiple roles through the food and beverage team. I was flexible to any position and welcomed new opportunities.

Food And Beverage Assistant

Rome Floyd County Commission on Children and Youth

Through this internship, I have been able to create relationships with people in the Rome Floyd County community. As an assistant, my responsibilities include:
-creating social media post
-organizing events
-creating excel and word documents 
-taking notes during meetings
-running errands 
-working with local community leaders

Office Assistant 

Pita Mediterranean Street Food 

After one month of being an employee, I was promoted to shift manager. As a leader, I was in charge of opening and closing the restaurant, managing employees, managing the cash register, and dealing with customers. Through this role, I was able to prosper my communication skills which helped me become a better team leader. Furthermore, this experience also taught me how to work and succeed under pressure.

Shift Manager

Contract Talent Solutions Manager for Randstad Business Professionals Administration and Operations and Human Resources lines of business in Altant, Norcross, Alpharetta, and Duluth, GA

Randstad’s Business Professionals teams offer contract, contract to hire, and direct hire recruitment for Business Operations, Administrative, Human Resources, and transactional Finance and Accounting positions. 

Our sister divisions include:
-Randstad CX: contract and direct hire customer service and customer success 
-Tatum by Randstad: contract and direct hire high-level Finance and Accounting positions and Executive-level search
-Randstad Technologies: contract and direct hire and large-scale solutions for IT
-Cella by Randstad: contract and direct hire marketing, graphics design, communications
-Randstad Manufacturing and Logistics: contract and direct hire light industrial 
In addition: Randstad Engineering, Life Sciences, Healthcare


Randstad is the world’s largest talent company and a partner of choice to clients. We are committed to providing equitable opportunities to people from all backgrounds and help them remain relevant in the rapidly changing world of work. We have a deep understanding of the labor market and help our clients to create the high-quality, diverse and agile workforces they need to succeed. 
Our 46,000 employees around the world make a positive impact on society by helping people to realize their true potential throughout their working life.

More about Randstad core values can be found here: 
https://www.randstad.com/investor-relations/results-and-reports/annual-reports/

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The Battle

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