DoorDash Account Executive Interview Questions

1.Tell me about a deal where making the merchant happy would have hurt the consumer experience. How did you handle it?

2.Tell me about a time you had a deal that was moving too slowly and you personally accelerated the timeline. What did you do and how fast did you move?

3.Walk me through a time you went significantly out of your way for a merchant or partner — something that wasn't in your job description. What drove you to do it?

4.Tell me about a time you had two customers or stakeholders with competing needs and you couldn't fully satisfy both. How did you decide what to do?

5.Tell me about a deal where you realized mid-cycle that the economics didn't work for the merchant the way you'd originally framed them. How did you handle it?

6.Tell me about the most complex, multi-stakeholder deal you've closed. What was the hardest moment, and how did you keep it moving?

7.A new pizza chain with 12 locations is considering DoorDash Marketplace. Help me estimate what their first-year incremental revenue from the platform might look like.

8.You're assigned a territory of 50 independent restaurants that have never been on DoorDash. How would you figure out which 10 to call first?

9.Imagine DoorDash is launching in a mid-sized city where Uber Eats already has strong restaurant coverage. How would you size the market opportunity and figure out which merchant segments to go after first?

10.A restaurant group you manage has been on DoorDash Marketplace for a year. Their order volume is flat year-over-year but the category they're in — casual Asian — is up 22% on your platform. How do you diagnose what's holding them back?

11.You're building your annual business case to expand your territory from 80 restaurants to 120. Your manager wants to see ROI. Walk me through how you'd structure the argument.

12.DoorDash's consumer order frequency in your market dropped 8% last month. Your top five merchants are all reporting flat or growing in-store traffic. What's your read on the situation, and what do you do about it in your accounts?

13.Walk me through how you build and manage your pipeline to hit quota. What's your target coverage ratio, and how do you decide which deals to prioritize?

14.How do you explain DoorDash's commission model and fee structure to a restaurant owner who's skeptical about the margin hit? What math do you walk them through?

15.You've just closed a new restaurant group onto DoorDash Marketplace. What does your first 90 days look like with that account, and what metrics tell you whether the launch is on track?

16.How do you put together a quarterly forecast? Walk me through the inputs, your assumptions, and how you pressure-test the number before you commit it to your manager.

17.You're pitching a regional chain to move their delivery fulfillment to DoorDash Drive instead of their in-house delivery fleet. What's your value proposition, and how do you quantify it for their CFO?

18.You have 30 accounts in your book. How do you segment them to decide where to invest your time this quarter, and how does that change if you're two months in and behind on quota?

19.A mid-sized restaurant owner you've been nurturing for three months just told you they signed with a competitor last week. What do you do with that information — and with that relationship?

20.You're about to pitch a local restaurant group for DashPass preferred placement, but your ops contact just told you their average prep time has been running 8 minutes over SLA for the past month. Do you still go into the pitch today?

21.A QSR franchise owner you closed six months ago calls furious — their DoorDash order volume has dropped 30% since last quarter and they're threatening to pull out. You didn't cause it, but you own the relationship. What's your first move?

22.You're closing in on a deal with an independent restaurant group when their owner tells you their current POS system isn't on DoorDash's integration list. They say they won't sign without it. What do you do?

23.You've identified a regional grocery chain as a high-potential DoorDash Drive expansion opportunity, but your sponsor contact just went on leave and you have no internal champion. End of quarter is 6 weeks away. What's your play?

24.You're three weeks from quarter end and you have one deal that could get you to 100% quota — but the merchant is asking for a commission rate you know your manager won't approve. They'll walk if you say no. How do you handle the next 72 hours?

25.Think about a time you needed something from a team — marketing materials, an ops fix, a product exception — but you had no authority to make it happen. How did you get it done?

26.Tell me about a time a merchant or partner came to you with an expectation you knew DoorDash couldn't meet. How did you deliver that news?

27.You're trying to close a regional chain and you've built a strong relationship with the VP of Marketing — but you just found out the real decision-maker is their CFO, who you've never met. Quarter end is five weeks away. What's your move?

28.Tell me about a time you had to push back on your own manager or leadership about how a deal was being handled. What was at stake, and how did you make your case?

29.You've just learned that the DoorDash marketing team ran a promotion on your top merchant's storefront without telling you — the merchant is upset because the discount ate into their margins and they didn't consent. You didn't cause it, but they're looking at you for answers. How do you handle the next 48 hours?

30.You're six months into a DoorDash Drive contract with a mid-sized grocery chain and you've identified a meaningful upsell opportunity — but your executive sponsor has gone cold and stopped responding. Your QBR is in three weeks. How do you get the relationship back on track and walk into that room ready to close?