Uber Account Executive Interview Questions

1.Tell me about a deal you closed that required you to coordinate across multiple markets, time zones, or regional teams. How did you manage that complexity?

2.Have you ever sold into a company that operates across multiple countries or with employees in dozens of cities? How did you structure the deal to work for all of them, not just headquarters?

3.Walk me through a time you had to close a deal faster than your normal sales cycle — maybe a quarter-end push or a competitive threat. What corners did you cut, and what didn't you compromise on?

4.Describe a time when data changed the story you were telling in a sales cycle — either it flipped your strategy or it saved a deal you were about to lose.

5.Tell me about a time a deal — or your entire book of business — got disrupted by something outside your control. A competitor move, a regulation change, a product issue. How did you respond in the first 48 hours?

6.Tell me about a time you had to rebuild or rescue a customer relationship where trust had broken down — maybe a product failure, a missed commitment, or a competitor started making inroads. What did you do in the first week?

7.Estimate how many restaurants in a mid-sized U.S. city — say, Austin — are not yet on Uber Eats. How would you size that opportunity?

8.A key Uber for Business account shows a 30% drop in monthly ride volume over two months, but no one on their team has flagged a problem to you. How do you diagnose what's happening?

9.You're selling Uber Eats to a regional restaurant chain with 25 locations. They want to know the ROI before they sign. Walk me through how you'd build that number.

10.You have 50 mid-market accounts in your book. Your manager tells you quota is going up 20% next quarter and you need to find the growth. Where does it come from, and how do you figure that out?

11.Uber Freight is pitching a mid-size regional shipper who currently uses a mix of brokers and direct carrier contracts. Their freight spend is $8M a year. How do you size the addressable opportunity for Uber Freight within that account, and what would move the needle most in year one?

12.You're an AE on the Uber for Business team. A prospect's travel manager tells you their employees took 12,000 ground transportation trips last year on personal cards with reimbursement. How would you use that number to build a business case that moves the CFO?

13.Walk me through how you build and manage your pipeline. What's your coverage ratio, and how do you decide where to spend your time?

14.How do you typically run discovery on a new account? What questions do you ask, and what are you really trying to figure out?

15.You're six weeks into a new enterprise deal and the champion goes dark — no replies to email, no calendar holds accepted. What do you do?

16.Walk me through how you build a business case for a prospect. What goes in it, and how do you make sure their finance team actually believes the numbers?

17.You just got handed a greenfield territory with 80 target accounts and no existing relationships. How do you prioritize which accounts to pursue first, and what does your first 60 days look like?

18.A competitor just dropped their price significantly to win one of your top renewal accounts. How do you defend the deal without getting into a price war?

19.A restaurant chain you've been onboarding to Uber Eats goes live and their first weekend is a disaster — wrong menu items, missed orders, angry customers. The owner calls you Monday morning threatening to pull out. What do you do?

20.You're three weeks from quarter-end and your largest open deal — a mid-market company that would put you at 110% of quota — just told you they need to push the decision to next quarter because their CFO froze all new vendor spend. What's your move?

21.You're mid-cycle on an Uber for Business deal with a 500-person company. Your internal ops team tells you the product feature the prospect's travel manager has been counting on won't be ready for another two quarters. The deal is supposed to close next month. How do you handle it?

22.You just found out a sales rep on your team — not you — made a verbal commitment to a prospect that Uber doesn't actually offer. The prospect has now come to you expecting it to be in the contract. How do you handle it?

23.A longtime Uber Eats restaurant partner just told you they're switching to a competitor platform exclusively — not because of price, but because a competitor's local rep showed up personally every month and you hadn't visited in six months. You had no idea they were unhappy. What does that tell you, and what do you do now?

24.Uber just launched a new product feature for Uber for Business — corporate ride pooling — that your VP is pushing everyone to sell. Two of your enterprise accounts have flagged serious employee safety concerns about it and don't want to roll it out. You're being measured on adoption. What do you do?

25.Tell me about a time you had to get a product or marketing team to prioritize something for one of your accounts. You didn't manage them — how did you make it happen?

26.Describe a time you had to keep a deal moving when the decision-maker went on leave or changed jobs mid-cycle. How did you protect the deal?

27.Tell me about a time you had to align your sales strategy with a marketing team that had a completely different view of who the target customer was. How did you get to a shared definition?

28.You've identified an upsell opportunity in one of your accounts that could triple their contract value, but your account's internal champion is nervous about bringing it to their CFO. How do you coach them to make that ask?

29.Tell me about a time your manager or leadership asked you to push a product or pricing initiative to your accounts that you genuinely believed would hurt those relationships. What did you do?

30.You're trying to get a senior executive at a prospect — someone your day-to-day contact can't fully access — engaged in a deal. You have no warm intro and your contact can't get you a meeting. How do you get in front of that executive?