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?

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

𝗠𝗼𝘀𝘁 𝗳𝗼𝗹𝗹𝗼𝘄-𝘂𝗽𝘀 𝗮𝘀𝗸 𝗳𝗼𝗿 𝗮𝘁𝘁𝗲𝗻𝘁𝗶𝗼𝗻. 𝗠𝗶𝗻𝗲 𝗼𝗳𝗳𝗲𝗿 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴.

Here's what I actually send instead of 
"just checking in."

𝟭. 𝗔𝗱𝗱𝗿𝗲𝘀𝘀 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘁𝗵𝗲𝘆 𝗺𝗲𝗻𝘁𝗶𝗼𝗻𝗲𝗱.

Last time we spoke, you mentioned Q4 was tight because your ops team is stretched. We're seeing teams in a similar spot start with just one workflow to reduce lift, not a full rollout. Curious if that approach changes the timing conversation on your end?

𝟮. 𝗦𝗵𝗮𝗿𝗲 𝗮 𝗿𝗲𝗹𝗲𝘃𝗮𝗻𝘁 𝗶𝗻𝘀𝗶𝗴𝗵𝘁.

Quick insight from a recent deal: companies your size usually don't see results from [X] because the issue isn't the tool — it's visibility between teams. That came up when you mentioned reporting gaps, so thought it was worth sharing. Happy to elaborate if helpful.

𝟯. 𝗢𝗳𝗳𝗲𝗿 𝗮 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰, 𝗲𝗮𝘀𝘆 𝗻𝗲𝘅𝘁 𝘀𝘁𝗲𝗽.

Rather than another generic check-in, would it be useful to spend 15 minutes mapping how this would work just for your [team/process]? If it's not a fit, we'll both know quickly.

The pattern: each one gives the buyer something to work with.

Not "just checking in."
Not "bumping this to the top of your inbox."
Not "any updates on your end?"

Those are asks. These are offers.

In SMB and Mid-Market, you don't get many touches before a buyer tunes you out. Every follow-up has to earn the next one.

𝗪𝗵𝗮𝘁'𝘀 𝗮 𝗳𝗼𝗹𝗹𝗼𝘄-𝘂𝗽 𝘁𝗵𝗮𝘁'𝘀 𝘄𝗼𝗿𝗸𝗲𝗱 𝗯𝗲𝘁𝘁𝗲𝗿 𝘁𝗵𝗮𝗻 "𝗰𝗶𝗿𝗰𝗹𝗶𝗻𝗴 𝗯𝗮𝗰𝗸"?

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"?

NASP - National Association of Sales Professionals

Vice President of Sales

Master Trainer

Sale Consultant

Business Development Consultant

The Kennedy Group USA

• Led sales and marketing consulting, team building, and business development at The Kennedy Group USA.
• Implemented innovative sales training and automated processes, resulting in increased market share and improved business relationships.
• Developed company culture strategies to enhance brand awareness and drive business growth.

Founder

AR500 Armor®

Senior Sales Executive
Commercial Sales 
Responsible B2B Sales and Dealer Sales
Provide Sales Training and Team Leadership
Implemented Business to Business Sales Development for Commercial Sales Team 2019 to 2021
Developed Dealer Distribution and Agency Sales Nationwide 2018-2020
Increased commercial sales by 47%

Senior Sales Executive

US Navy

Served my country to the highest degree.
USS Oldendorff DD972 32nd Street Naval Station San Diego California

MS2 

With a commitment to excellence in sales and leadership, my career is marked by a passion for developing winning strategies and building robust teams. At the heart of my approach lies the cultivation of strong business relationships and an emphasis on strategic sales training.

My role as President and CBDO involves steering the direction of sales operations and executive administration, ensuring our team's growth aligns with our ambitious goals. The large network I manage speaks to the effectiveness of our brand awareness initiatives and the depth of our market penetration.

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