Verkada Sales Representative Interview Questions
& Process

Started with a few zoom calls, around 3, talking to different team members. Then, I had a take-home modeling assignment that took about 3 hours. One part of it was pretty tough, and the instructions could have been clearer about sales ops terms for someone new to it. After that, it was a 5-hour block of model presentations and on-site interviews. The first two steps were pretty standard. The third part was a bit strange though: one interviewer ran over time, and the next person walked in while we were still talking. She left without a word, which threw me off even though the talk was going well. My model had a few issues I fixed right there, and then it worked great. They gave me some numbers to run, and the output matched their expectations, so I felt good. During the one-on-one chats, I went deep into my resume with most of the team, discussing both career and personal choices. After I got back, the recruiter emailed asking for a written explanation of why I left every previous job. I told the recruiter it was weird since I'd already covered it in detail and I wouldn't do a write-up but would discuss it over the phone. A couple of weeks passed with no word, then they finally got back to my recruiter and said no.

I had a screen call with the recruiter, then another with the hiring director. Then I went onsite to meet with 4-5 peer leaders and the hiring director. Later, I flew to HQ to meet 2 more peers and senior leadership. After the screen calls, I met with Sales Ops and had my past 7 years of quota attainment and job movement/promotion details ready. The offices are nice and in good spots, the Tempe one is still being built out. The recruiting team was great helping with questions and setting things up. But, be ready to answer the same questions like 8+ times, sometimes to the same person! Leadership is really scattered. The recruiter managed the whole thing instead of handing it off to the hiring director. I wasn't sure which team I'd lead (sled/corporate), they said 'we'll know when they tell us'. The leadership team seemed keen and worked hard, but they're pretty new to leading. At different points, I was asked almost the exact same questions. Interviewers seemed checked out from the business, maybe to see how I'd react or maybe they hate it there. After interviewing, I was surprised not to get an offer. They don't give any feedback, which is bad after 4 flights, 2 overnights, and hours of interviews. Leadership went silent after the interview. I think I asked too many questions, showing a change management style when they wanted a cog. I pointed out gaps in culture, vision, professional development, and tactical business development. If I can't ask questions like that, they're not looking for leaders who can transform things. I guess I dodged a bullet. Too many red flags.

It was a multi-stage process starting with an initial phone screen by the recruiter. This was followed by a phone screen with a sales manager. The final round involved an interview panel with two sales managers and the Director of Sales, which included a prospecting presentation. The recruiter was really helpful throughout, making sure I had all my questions answered and was ready for each step. The sales managers were clear about what success looks like for them and for a new rep, and they seemed enthusiastic about the company, product, and their teams. The Director of Sales was also great – very approachable. He was open about expectations for reps and how top performers achieve their goals. Given the recent layoffs, the candidate pool is really competitive, and they made it clear they have many applicants. My advice is to be as polished as possible, know your past performance metrics inside and out, and prepare thoroughly for the prospecting demo.