Tom Harris · Enterprise AE · Dallas

Six years selling software
to people who did not
ask to be called.

Logistics and manufacturing, $50k to $400k deals, average cycle 94 days. Quota carrying since 2021, and above it in five of six years.

With the team, Q3 kickoff

Quota attainment

2021104%$640k quota
2022118%$820k quota
202389%$1.1M quota
2024112%$1.25M quota
2025127%$1.4M quota
202696%$1.6M, three quarters in

2023 was a miss. Two deals I had forecast at commit slipped into the next year when the buyer's parent company froze capital spending. I called both wrong, and I changed how I qualify budget authority because of it.

Three deals worth explaining

$412k

Three-year term · 2025 · 11 months

The one that took eleven months and four champions

A regional carrier with 1,400 trucks and a twelve-year-old dispatch system nobody wanted to be responsible for replacing. My first champion left the company in month three. The second was overruled.

What worked was going sideways: I stopped selling to operations and built the case with their safety director, who could quantify what the old system cost in DOT violations. The business case that closed it was about compliance risk, not efficiency, and I would not have found it from a discovery call script.

$96k

Annual · 2024 · 31 days

The fastest deal I have closed, and why it was not luck

Inbound lead, already evaluating two competitors, with a hard deadline from a customer audit. I did not demo. I asked what the audit required, confirmed we met it in writing that afternoon, and sent a mutual action plan with dates before either competitor had scheduled a call.

Speed is a qualification tool. If a buyer cannot tell you the date something must work by, the deal is not real yet.

$0

Walked away · 2024

The one I disqualified at $180k

Three months in, it became clear they wanted our reporting module to do something it does not do, and the roadmap did not support it. I could have closed it and let implementation explain the gap.

I told them we were the wrong fit and referred them elsewhere. Eight months later the same buyer moved companies and brought us in for a $140k deal that did fit. Disqualifying properly is a pipeline strategy, not a loss.

How I sell

  1. Find the deadline, not the pain

    Everyone has pain. Buyers only spend when something forces the issue: an audit, a contract expiry, a hire they cannot make, a customer threatening to leave.

  2. Get the economics from their mouth

    If I build the business case alone, it is my number and easy to dismiss. If the champion builds it with me, it becomes theirs and it survives the CFO.

  3. Write the plan down and share it

    A mutual action plan with dates and owners. Half of my slipped deals were deals where nobody had agreed what happened next.

  4. Forecast honestly, especially when it hurts

    A manager can work with a pessimistic forecast. Nobody can work with a happy one, and that is how quarters get missed in the last week.

Watch me work

A discovery call, start to finish

Recorded with the customer's permission and their name removed. The useful part is minute six, where the deal I thought I was running turned out to be a different deal.

Video, 9 min 24 sec

$68k

Average deal size, last two years

94 days

Average cycle, first contact to signature

31%

Win rate on qualified opportunities

2x

President's Club, 2022 and 2025

Background

  1. 2022 – now
    Enterprise AE, Lattice Logistics Software Mid-market to enterprise, carriers and 3PLs. Territory: Texas and Oklahoma.
  2. 2021 – 2022
    Account Executive, Lattice SMB segment, inbound and outbound.
  3. 2020 – 2021
    Sales Development Rep, Lattice Promoted after four quarters at or above target.
  4. 2020
    BBA Marketing, Texas A&M University

Looking for the next territory.

Enterprise or strategic, ideally in logistics, manufacturing or anything with a compliance deadline attached. Happy to walk through a deal I lost in as much detail as one I won.

tom@tomharris.sales Resume, PDF

Last updated 22 September 2026

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