DoorDash’s Inside Sales team is driving the growth of key merchant relationships

DoorDash
DoorDash
Apr 5, 2017 · 12 min read

(Cross-posted from the Job Portraits blog)

In the year since its launch, the DoorDash Inside Sales team has grown from a few people making calls in a small apartment, to a crew of a dozen working from a bustling officeand driving key relationships for the business. The team values flexibility and transparency above all, and anticipates rapid growth over the coming year. We spoke with Nick Hecht (Inside Sales Manager), Jeff Rada (Sr. Account Executive, SMB), Marcus Ashmore (Inbound Account Executive, SMB), and Julian Felix (Senior Account Executive and Team Lead, Inside Sales) about DoorDash’s data-driven, collaborative approach to selling. Of course, the team is hiring! Drop a note to recruiting manager Ashley Davis to learn more: ashley@doordash.com.


For anyone just hearing of DoorDash, what do you do and how is it impacting people’s lives?

Left to right: Marcus, Julian, Nick, and Jeff

Can you elaborate on the service you’re actually selling?

One thing I say to merchants is, you’re not purchasing anything — you’re partnering with us. We don’t make money unless you make money; there’s no upfront cost for our service. If you’re a merchant, that’s hard to say no to. At a minimum, it’s an opportunity to add your brand to our marketplace. Or work with us closely and we’ll both grow faster.

“It’s easy for merchants to see the value we provide.” –Jeff

Jeff: No contracts required, and our merchants can cancel for any reason at any time. It’s easy for merchants to see the value we provide. If a restaurant wasn’t offering delivery service, they immediately see that it’s a new revenue stream. For a restaurant already delivering, we bring them a different marketplace, with customers they wouldn’t have otherwise reached.

Marcus: We want to help our merchants think differently about what a restaurant can be. Our best partners are willing to move beyond traditional models. For example, we recently launched DoorDash Drive, a fulfillment platform for restaurants to request a Dasher deliver an order that originated outside the DoorDash marketplace. Restaurants use Drive for large catering orders, and we’re seeing more unique use cases like supply chain management. This all fits our broader goal of reinventing last-mile delivery.

How did the Inside Sales team get started?

“Now teams are taking money out of their budget and putting it into ours because they know our value.” –Nick

Nick: I’m so proud of the progress we’ve made — from questioning whether we could close business over the phone, to bringing top merchants on board. To every new challenge, we’ve answered yes. Now teams are taking money out of their budget and putting it into ours because they know our value. At this point, the machine runs itself.

Wow, this started in a small apartment. How long ago was that?

The entryway to the DoorDash office in Northeast Phoenix.
The day starts with an early-morning team meeting.
Adaptability and quick thinking extends to office furniture, as well: a chair makes a handy standing desk.
Trisha gets a round of applause for closing a deal, announced with a ring of the office gong.

What’s the best reason to join the team right now? What opportunities are there for new members to contribute?

Marcus: At DoorDash, leadership is very vocal about our growth plans. We’re all aware of our six-month and one-, five-, and ten-year expansion plans. You know that, “If I perform at X level within Y amount of time, I can realistically expect a promotion.”

Nick: We all appreciate that transparency. I’ve never been in a meeting that ended with, “Let’s keep that between us.” Those words don’t exist here. Goals are clearly communicated, so we can all be open and get to work.

Marcus: My last company told me after my last promotion, “Marcus, we’re done expanding. We can’t move you up unless someone quits.” When I interviewed here, I spoke with Tony Xu, our CEO, and he said, “Marcus, we’re expanding so fast. It’s not how long you’re going to be in a given position. It’s what position you want after this.”

Yes, they do make a lot of calls: Jeff (above), Julian (below left), and Trisha (below right).
Chris Spaulding (above left), Nick Rubenstein (above right), and Ashley, a recruiting manager (below).

Just in practical terms, is this a 9–5 job?

How is the team organized? Are you divided up by region or vertical?

Where does your lead list come from?

Above and below: James (the local GM) drives while Joe Gandara picks up an order. On occasion, team members go on dashes to get first-hand experience with new product features.

You definitely have competitors in the delivery space. Can you speak to why you’ll be successful in a heated market?

What’s different about this job compared to other sales jobs you’ve had?

“Some of my partners opened up their second and third locations because of the revenue we generated.” –Marcus

Jeff: My last job was on a small team with rigid standard operating procedures. Here, it’s the opposite; we’re completely open to different ideas. As a team, we’re less than a year old, and collaboration is key. Scaling our business from year three to year ten requires input from all angles. That long-term outlook drives our team.

Collaboration and mentorship are key to the team’s success.
A courtyard just outside the office is a de facto break room.

Nick, as the Inside Sales Manager, do you have a particular ethos? What priorities or philosophies do you try to impart?

I take a very data-driven approach. With good data, I can coach somebody to improve or double down on what’s most effective. But collecting data requires high activity. I tell my reps: “You will not fail. We won’t let you fail. We will hold your hand as long as you help us assess where you’re struggling and where you’re succeeding.”

Has anyone experienced a challenge that the team helped you work through?

“I refined my process and got better results. Now I’m one of the team’s top sellers.” –Jeff

Julian: Beyond sales skills, I’ve also learned from watching other departments; data shows us which markets are most profitable and which communities stick with our service. In turn, that helps you manage your own book of business and make the best local connections.

Marcus: We’re also seeing our merchants’ profit margins and learning the financial side of their restaurants — small specifics you wouldn’t notice without observing dozens of restaurants. We can then move to the next merchant armed with specific advice.

Is there anything challenging about growing so quickly?

The office orders lunch through DoorDash, of course.
Putting (above) and football (below) are favorites for taking a break, or keeping hands busy during a call.
Above right: The team’s custom hoodies read “Game of Phones,” because, you know, it’s like Game of Thrones, but they make lots of calls.
Chris Spaulding and Trisha chat just outside the office’s front desk.

Tell us which teams you collaborate with on a regular basis.

How are you all compensated? How do commissions work, and what percentage of people are hitting quota?

We try to target 80–90 percent of sales reps hitting or exceeding goal. If we dip below, that means we need to focus on training and development, or if everyone is hitting their goal, we need to set higher goals! Our compensation plans are uncapped and we have some people hitting 200–300 percent of goal.

What’s next for the team, and how do you expect team members to step up?


Interested in joining the team? Drop a note to Ashley Davis, ashley@doordash.com.

Inside Sales: nothin’ but net.

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