Brex Account Executive Interview Questions

1.Tell me about a deal or account situation that fell into a gap — nobody owned it, or it was unclear who should. What did you do, and how did it turn out?

2.Has there ever been a time you wrote something — a proposal, a business case, a structured email — that actually changed how your team or manager approached a deal or a process? Walk me through it.

3.Tell me about a time you had a shortcut that would have helped you hit your number this quarter, but you passed on it because it would have created problems down the line. What was the trade-off, and do you still think you made the right call?

4.Tell me about a time you had to deliver genuinely bad news to a customer or internal stakeholder — not a spin job, but something that put the relationship at risk. What did you say, how did they react, and what happened to the relationship afterward?

5.Describe a situation where you identified a systemic problem in your sales process or territory — something that wasn't your fault but was clearly your problem to fix. How did you diagnose it, what did you change, and what did the data show afterward?

6.Tell me about the most persuasive written document you've created in a sales context — maybe a business case, a competitive teardown, or a mutual action plan. What made it land, and how do you know it actually influenced the outcome?

7.Estimate the number of Series A and Series B companies in the U.S. that would be a realistic fit for a Brex Card deal. Walk me through how you'd get to that number.

8.A prospect tells you their current spend on corporate cards is about $500K a month. Help me think through whether that's a Brex Card opportunity, a Brex Spend Management opportunity, or both — and what would change your answer.

9.Your outbound conversion rate on Series B companies dropped from 8% to 4% over the last 60 days, but nothing changed in your activity volume or sequence. How do you figure out what's going on?

10.A 200-person company tells you they'd switch to Brex from their bank's corporate card if you could match a 1.5% cashback rate on all spend. Your current offer is 1% on most categories with higher rewards on travel and SaaS. How do you model whether this is actually a good deal for them, and how do you present it?

11.Brex is expanding its enterprise motion with Brex Empower. You're an AE who's been primarily mid-market. How would you estimate the incremental revenue potential in your territory if you shifted 20% of your time to enterprise, and how would you decide if it's worth it?

12.You're assigned a territory of 150 accounts. After 30 days you realize the list was built on stale data — at least 40 accounts have shrunk, changed business models, or been acquired, and no longer fit Brex's ICP. How do you handle this, and how do you think about rebuilding the territory from scratch?

13.Walk me through how you calculate your personal pipeline coverage ratio and what number you actually need to feel confident in your quarterly forecast.

14.A prospect's finance team is evaluating Brex Spend Management against their current ERP expense module. How do you approach the conversation differently when the economic buyer is the CFO versus the VP of Finance?

15.You're three weeks into a new logo deal with a 200-person Series B company and discover a competitor already has a signed MSA in place. How do you assess whether to keep pushing or cut your losses?

16.Tell me how you qualify whether a startup prospect actually has the headcount and spend volume to justify a Brex Spend Management deal versus just a Brex Card.

17.You've just closed a 300-person company onto Brex Empower. Sixty days in, your CSM tells you card adoption is at 40% and three department heads are still submitting expenses on the old system. How do you get involved, and what do you actually do?

18.You're selling Brex to a 150-person company that currently uses a big-bank corporate card with 20 days to pay. Their CFO says the float is non-negotiable. How do you handle it?

19.A warm inbound lead — a 120-person fintech startup — fills out a demo request on a Friday afternoon. By Monday morning you see they've also booked a demo with Ramp. How do you open the week?

20.You're about to send a contract to a 90-person SaaS company you've been working for six weeks. The night before signing, your champion texts you to say the CFO just froze all new software spend due to a board directive. What do you do in the next 24 hours?

21.You're mid-cycle on a 400-person company evaluating Brex Empower when your champion gets promoted and is replaced by someone who was known internally as a Concur advocate. You have four weeks left in the quarter. How do you handle the transition?

22.You're in final negotiations with a 250-person company, and their legal team sends back your MSA with 14 redlines — several of which touch data security and liability clauses that your legal team has flagged as non-starters. The prospect's legal says the redlines are firm. What's your move?

23.Three months after closing a 500-person company onto Brex Spend Management, you learn from your CSM that the customer is actively shopping competitors because reimbursements aren't integrating cleanly with their NetSuite instance. This was flagged during onboarding but never fully resolved. You didn't own the onboarding. What do you do?

24.Your manager wants you to prioritize three enterprise deals in the pipeline over your mid-market book because end-of-quarter is two weeks out and the company needs the ACV. But you have two mid-market deals that are effectively ready to close and two enterprise deals that have genuine multi-week blockers. What do you do?

25.Tell me about a time you needed marketing to move fast on something — a competitive one-pager, a case study, an event — and they had a different timeline than you did. How did you close the gap?

26.Describe a situation where you had to get a deal unstuck by involving someone senior on Brex's side — an executive, an SE, a solution architect. How did you set that person up to succeed, and how did you stay in control of the deal?

27.Tell me about a time a deal stalled because of something internal — a legal delay, a pricing approval, a product gap that wasn't communicated. How did you manage the customer relationship while you fixed it on the inside?

28.You've built a strong relationship with a VP of Finance champion, but their CEO is the economic buyer and is skeptical. You can't get a direct meeting with the CEO. How do you influence that decision?

29.You're running a deal with a 300-person company, and halfway through you realize two of the executives you're selling to have contradictory requirements — one wants consolidation onto a single platform and the other wants best-of-breed integrations. Both have real authority. How do you handle it?

30.Tell me about a time you pushed back on your own manager's assessment of a deal — maybe they wanted to commit it, discount it, or walk away from it — and you had a different read. How did you make your case, and what happened?