Sales interview questions: The 10 most common questions and how to answer them

During a sales job interview, your goal is to sell yourself to the interviewer. This might seem easy for those in sales, but it can be challenging for others. This blog post provides a guide to the most common sales interview questions and how you can handle them to achieve the best possible outcome.

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Selling yourself is crucial in a sales role, particularly when responding to sales executive interview questions. Employers will expect you to pitch yourself as you would their products.

At Reed, we have worked with thousands of candidates seeking sales careers, from beginners to experts in head of sales or sales and marketing director roles. Therefore, we have a good idea of the sales interview questions you are likely to encounter and how to respond to them.

This blog post is also a valuable resource for sales talent acquisition managers who are looking for sales interview question ideas to identify the best candidates.

Whether you are searching for sales manager interview questions, sales director interview questions, or sales executive interview questions, we have compiled our top 10 sales interview questions and provided guidance on how to answer them.

Sales interview questions and answers

What do you know about our company?

This is the most frequent question in a sales interview. The interviewer wants to assess if candidates have researched and understood their organization prior to the interview.

What kind of answers should candidates give?

Candidates need to be prepared to answer interview questions. If a candidate is not able to answer such questions, it may give the impression of being unprepared for making sales calls.

To answer this question successfully, it is essential to do research and prepare. One should examine the company website of the business they are applying to and look at their social media presence, including platforms such as Facebook, Twitter, Instagram, and LinkedIn. It is important to note that if the company has a B2B focus, LinkedIn will likely be a valuable tool.

What kind of responses should you look for as an employer?

You should look for candidates who have a good understanding of your business, what drives it, and how it aligns with their values.

Ideally, candidates should provide examples of their research, mention sales leaders, refer to their LinkedIn posts, and explain how their values align with your company's culture. Additionally, they could suggest ways to enhance product sales directly to customers through social media.

When responding to sales interview questions, candidates should be well-informed about your company and offer constructive suggestions based on their research.

How do you feel about making cold calls?

This is an important question because cold calling is a critical skill for the job, especially for sales advisor positions. The interviewer will want to know about your experience, confidence, and personality. It's essential to be clear and concise in your response and to highlight your strengths in these areas.

What kind of responses should candidates give?

When you're asked this sales interview question, you need to demonstrate that you're sociable and comfortable starting a conversation. It can be advantageous to provide examples of when you've done this successfully in the past.

Additionally, you can emphasize that even though the outcome of a cold call can be unpredictable, researching the person and business you're reaching out to can make a significant difference.

What responses should you look for as an employer?

Employers should look for candidates who can confidently, amiably and optimistically respond to a particular question. The ideal answer to the question should always be "yes," even if the task is new to the candidate. The interview serves as the candidate's opportunity to showcase their skills and sell themselves to the employer.

What are your strengths as a sales representative?

One of the key questions to ask during a sales interview is about the candidate's strengths as a sales representative. It provides the interviewee with an opportunity to highlight their past accomplishments and how they can be applied to the new role. This question can help to identify the main aspects of their experience that align with the requirements of the position.

What kind of responses should candidates give?

During a sales interview, candidates should not only highlight their past accomplishments but also talk about the skills and traits that helped them achieve their goals.

For instance, if you succeeded in reaching your targets by making hundreds of cold calls per day, then you should mention this as a testament to your work ethic.

Similarly, if you designed an effective email campaign to target specific people, this interview question provides an opportunity for you to explain how you did it and how your strategies could benefit your potential employer.

What responses should you look for as an employer?

To look for candidates who can confidently promote themselves and provide specific examples of how they have excelled in their previous roles is crucial. During the interview process, candidates should express their passion for problem-solving, their ability to empathize with potential customers, and their expertise in closing deals.

It is important to understand that a candidate's past experience can be a good indicator of their future performance. As a hiring manager, asking sales interview questions can help you assess the candidate's approach to meeting your organization's sales targets.

What drives you?

When it comes to questions to ask in a sales interview, hiring managers are interested in understanding what motivates a candidate to work in sales and what specifically excites them about the job and the company.

What kind of responses should candidates give?

Candidates who aspire to join a particular company should try to align their responses to the company's goals. While salary and bonus are significant motivational factors, it is essential to expand the answer beyond that.

To ace sales interview questions, candidates should emphasize their ability to exceed their quotas and strive to improve their personal best results.

What responses should you look for as an employer?

As an employer, it is important to identify candidates who are enthusiastic and driven. When asking this question, you need to make sure that the interviewees are being truthful and genuine.

Candidates should be able to identify two to four things that are important to them in a work environment, which should not primarily be about money. Instead, they should talk about topics such as their career goals, diversity, company culture, work environment, targets, personal motivators, and teammates.

By doing so, you can gain valuable insights into their values and what drives them, which can help you make informed hiring decisions.

What are you looking for in your next job?

This question is similar to the ones asked in other job interviews and is aimed at evaluating if you have the qualities required for the position. It is a crucial question for sales positions such as a sales executive or sales advisor.

What kind of responses should candidates give?

In this scenario, candidates should use their knowledge of the company's culture, management style, and tools to provide an appropriate response. It is also advisable to address the hiring company's standards, goals, and work environment in your answer. Consider incorporating your personal interests to showcase your enthusiasm for the role.

What responses should you look for as an employer?

The responses you get should be clear and concise, indicating the candidate's specific goals, such as better job satisfaction, more learning opportunities, or a collaborative team environment.

Based on their answers, you can evaluate whether they are a good fit for your organization and how they can contribute to your team's growth.

It is essential to pay close attention to the interviewee's responses to make an informed decision.

What do you dislike about sales?

This question is designed to test the candidate's critical thinking abilities. Other common questions asked in sales interviews include describing weaknesses and sharing examples of conflict resolution in the workplace.

These questions aim to assess the candidate's communication and problem-solving skills.

What kind of responses should candidates give?

Anyone who is asked a sales interview question about what they dislike in sales should be honest and candid in their answer – but be sure to balance the negatives by talking about what you enjoy about the job.

There are positives and negatives in every role and field, so being honest is important, but this is another chance to talk about why you applied for the position.

What responses should you look for as an employer?

It's a well-known fact that sales can be a high-pressure industry, and this is a typical response to this question. However, it's essential to look for candidates who can cope well with pressure.

When asked about their opinion on sales, the ideal candidate should discuss both the positive and negative aspects. Although they may mention their negative experience, they should offset it with more positives. If someone tells you that they don't like the sector, they may want to consider changing their career path.

What are you seeking in your next role?

This question aims to evaluate a candidate's proactive attitude and growth mindset, as hiring managers seek people who can contribute to their team.

What kind of responses should candidates give?

When answering this sales interview question, it's crucial not to spend too much time discussing the negatives of your current job. Instead, concentrate on the experience and skills you've gained and how you're looking forward to using them to progress in your career.

What responses should you look for as an employer?

Focus on the opportunity at hand and what they can bring to the role is important to the interviewee. Hiring managers want to hear about how candidates can benefit the company and how the role can offer them a new challenge or adventure. The interviewee should highlight how they can apply the skills they have acquired in their previous role to achieve goals for the potential new one.

As an interviewer, you should be attentive to the interviewee's response and look for any signs of trouble in their previous position. If they are leaving their current job because of a bad relationship with their manager or because of a pay issue, it is important to explore these reasons further to ensure they will be happy working as part of your team.

In addition, the interviewee should provide insight into what attracted them to your company and job role. This information can help you evaluate the effectiveness of your talent acquisition strategy.

Tell me about a time you achieved or were proud of yourself?

This is a classic asked question in sales job interviews as it helps the interviewer gauge your motivation to succeed and also gives them an insight into your greatest achievements.

What kind of responses should candidates give?

Candidates should follow a structured approach to answer about problem-solving skills.

They should start by describing the situation they faced and the challenges they encountered. Then, they should explain what they were assigned to do and what their goals were. Next, they should discuss the specific actions they took to address the problem, and provide a rationale for each step. Finally, it is crucial to describe the outcome of their actions and the impact they had on the situation.

To make sure the answer is clear and effective, it is important to take a step-by-step approach and provide detailed explanations throughout the response.

What responses should you look for as an employer?

As a hiring manager, it's important to look for instances where a candidate demonstrated determination and reaped rewards as a result of their actions. If the interviewee can back up their responses with data, it will greatly enhance the quality of their answers.

How would your coworkers describe you?

This sales interview question assesses a candidate's self-awareness and cultural fit with the organization.

What kind of responses should candidates give?

You can talk about how your colleagues often praise your perseverance or how goal-driven you are. Additionally, emphasize how you enjoy working with your team and collaborating with others, and that you thrive in a positive and friendly work environment. Remember to double-check for any spelling, grammar, or punctuation errors before submitting your answer.

What responses should you look for as an employer?

For this question, employers will want to hear how someone will adapt to their culture, and how they can adjust to the environment around them. Being part of a team and getting along with other team members is essential.

How did you close your biggest sale?

It's highly probable that you will face this question, whether you're asking interview questions for sales executives, sales directors, or sales managers. This is a great chance for candidates to showcase their skills and explain how their previous work has resulted in measurable achievements.

What kind of responses should candidates give?

To answer this question effectively, you could share a story about how you successfully assisted a customer who was hesitant to make a purchase and explain the methods you used to persuade them to do so.

What responses should you expect as an employer?

It is important to ask for a specific instance of success that is backed up by data and information on how the outcome was achieved. This question provides a valuable opportunity to gain insight into the candidate's skills and knowledge.

Reed has a successful track record in finding sales professionals who enhance company performance. Our specialists also have the experience and expertise to help those sales professionals advance their careers. Contact us today.​

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Maximise productivity: the power of full annual leave entitlement
5 mins read
  1. Article

Maximise productivity: the power of full annual leave entitlement

When employing staff, annual leave is often seen as a ‘given’ – a perk that is just considered standard practice. You reward your employees with paid time off – that works right?

Unfortunately, an increasing number of employees across the UK, for example, are not making the best use of their entitlement. According to research by HR software provider Access PeopleHR, there was a 7.7% fall in the annual leave taken by UK workers between 2022 and 2023 across 18 different industries.

Annual leave is not merely a statutory requirement; it’s a strategic asset that can inspire and motivate employees – positively impacting your organisation.

The benefits to you as an employer

As we all know, you as an employer have a duty of care to protect the health, safety and wellbeing of your employees.

You might view annual leave as a cost to your business, but in reality, encouraging employees to take their full entitlement can bring numerous benefits to your organisation.

Increased productivity

Encouraging employees to take time off can significantly boost productivity. Now this may seem unusual at first, but well-rested employees are more efficient and effective. When employees take regular breaks from work, they return with improved focus and energy.

This break from routine tasks allows them to approach problems with a fresh perspective, often leading to innovative solutions, increased output, and a fresh sense of purpose.

Employees who take a large proportion of their annual leave entitlement are often less likely to experience fatigue and stress that could end up leading to mistakes and errors. In the long term, investing in your employees' rest can lead to a more resilient and productive workforce.

Reduced risk of employee burnout

Burnout is a growing concern – with 82% of employees at risk of some form of burnout in 2024. It can lead to decreased performance, increased absenteeism, and higher turnover rates. Encouraging employees to take annual leave can help to mitigate this risk by providing them with the opportunity to recharge and disconnect from everyday work pressures.

Helping employees embrace their annual leave may help reduce the likelihood of experiencing chronic stress, a leading cause of burnout. By promoting a culture that values rest and recuperation, you can help ensure your employees remain engaged and committed to their roles.

It’s more important than ever that people take time off to rest and recharge – so that they can come back stronger than ever.

Improved mental and physical health

We want employers to prioritise both employee wellbeing and productivity, and taking annual leave can play a vital role in maintaining the mental health of employees. Time away from work can reduce stress, improve mood, and boost overall life satisfaction.

Employees who feel mentally and emotionally healthy are more likely to contribute positively to the workplace upon their return to work. They exhibit better problem-solving skills, can enhance their creative thinking, and are generally more motivated.

Heightened employee satisfaction

Employee satisfaction is closely linked to retention rates and overall company morale. Encouraging employees to take their annual leave demonstrates that you value their work-life balance. This can lead to higher levels of job satisfaction and an increased sense of loyalty.

Those who feel supported in their need for rest and personal time are more likely to speak positively about their workplace, reducing turnover and, in turn, attracting top talent. Satisfied employees are also more engaged and motivated, creating a positive feedback loop that benefits the entire organisation from top to bottom.

Ultimately, it’s the duty of managers to help their teams book time off, whether it’s through regular reminders or implementing a simple and efficient booking system. Companies need to take action and discover why employees may be reluctant to take time off, to put strategies in place to support them. It’s also essential that you have a clear view of any requests that come through from your team so that you can manage them promptly.

Alternatives for those who struggle to take their full entitlement

While it’s ideal for employees to take their full annual leave, it’s not always possible. Some employees just don’t want to take it – and that’s fine.

Here are some alternatives to ensure they still get the rest and recovery they need:

Carry forward holiday leave –allow employees to carry over at least some of their unused leave to the following year. This provides flexibility and ensures they don’t lose their entitlement. This can be particularly useful during busy periods when taking time off is challenging.

Time off in lieu (TOIL) –offer additional time off to compensate employees who work extra hours, which can help to compensate for unused leave and give employees some much needed time off at a later date.

Flexible working hours –allow employees to adjust their work hours to accommodate personal needs. Compressed workweeks or staggered hours can help employees manage their time better, reduce stress, and improve work-life balance, even if they can’t take extended periods of time off.

Frequent breaks in the day –encourage short breaks throughout the day to help employees recharge and maintain their focus. This could be between meetings, after they’ve finished a project, or ticked something off their to do list, making it easier for employees to maintain productivity levels even without taking long holidays.

Final thoughts

In most businesses, communication which encourages employees to take time off is key. Having an easy and simple method to book time off, usually via a time management system that allows someone to submit leave for approval to management and HR, is essential.

This can make all the difference and encourage a healthier attitude towards requesting holiday, especially if the system being used is fast, efficient and accessible to all employees.

If you are looking for a talented professional to join your team, or seeking a career change, get in touch with one of our specialist consultants today.

Scientific CV Template
3 mins read
  1. Article

Scientific CV Template

​If you are looking for your next position in the science industry, it is important to optimise and tailor your CV to give yourself the best possible chance of securing your dream role.

Build the perfect scientific CV with our free template below:

[Full Name]
[Home Address]
[Contact Number] • [Email Address]

Personal Statement

This section is your chance to summarise the rest of the CV, and convince the recruiter to get in touch. It is important to keep it brief, between 50-200 words and outline; who you are, any specific skills you have to offer (including ‘soft skills’) and your career aim.

Depending on the role, the key ‘soft skills’ employers are likely to look for include: communication, decision making, leadership skills, problem solving and being a team player. Be sure to reference your ability in these areas wherever possible in your CV.

I have gained valuable experience in [area of expertise] at [organisation name] and have a particular wealth of experience and skills in [specific area]. I graduated in [year] from [university name] with a [degree class] degree in [subject], and am now an [industry] professional.

My important achievements include working alongside the [team name] team at [organisation], and contributing to projects such as [project name]. I was responsible for/organised [task] and increased/decreased [profit/other metric] by [£X/X%].

I am looking for my next opportunity within an [business type/industry] organisation, where I can bring real value and develop my [scientific/research] skills further.


Education

This is your chance to talk about your qualifications, academic and vocational. This is a particularly important section for those with no relevant work experience. You should give detail about what you studied, where and when, and list them in chronological order. If you have many of one qualification, such as GCSEs you might find it useful to group them together.

  • [University Name]

  • [Date M/Y– Date M/Y]

Degree subject and class achieved (list Masters/PhD first)

  • Modules studied

  • Skills used

  • Dissertation brief

[College/School Name]
[Date M/Y– Date M/Y]

A-levels:

  • [Subject] – [Grade]

  • [Subject] – [Grade]

  • [Subject] – [Grade]

[College/School Name]
[Date M/Y– Date M/Y]

GCSEs:

  • [Number] GCSEs, grades [range], including Maths and English

Skills

This section is useful to clearly outline the laboratory/scientific skills you’ve gained at university or in industry. Include even minor relevant skills to increase your chances of being discovered in a CV database search.

Work experience
This should be brief and, as a general rule of thumb, focus on the last five years of your career, or last three roles, in chronological order with most recent at the top.

If you are a recent graduate then work experience should be listed before your degree details - if the work undertaken was relevant. If it was not relevant to your industry then list detailed degree/dissertation information first.

You should highlight your key achievements and use bullet points rather than lengthy descriptions.

[Job Title], [Company Name] [Location]
[Date M/Y- Date M/Y]

Achievements and responsibilities:

  • Brief role overview

  • Worked alongside [team] to produce [project]

  • Implemented [change] which resulted in [benefit]

  • Received an [award name] for [reason]


Hobbies and Interests

This section is not essential to include, but you may wish to depending on the role you are applying for. It can be a useful chance to show a little more of your personality. However, be warned this can be very subjective, ensure anything listed here reinforces your application and the idea that you’ll be the right fit for the role. If you don’t have any real relatable hobbies, it is probably best to omit this section.

I organise a weekly [sport] game, manage bookings, transport and help to coach the team.

Undertook a [course] in order to improve my [skill].


References

References are available upon request.

Download our full scientific CV template.

Coaching for intersectional inclusion
9 mins read
  1. Article

Coaching for intersectional inclusion

​Everyone has multiple layers to their identity, and no one is one label. There are other aspects of their identities to consider, and no one should be put in a box. Many businesses, which celebrate Pride Month, for example, are perceived as not doing enough for people who are underrepresented in more than one way.

Recent research by Culture Amp in ‘The Workplace Diversity and Inclusion Report 2024’ found disabled women and black women are more doubtful of their employers’ equality, diversity, inclusion and belonging (EDI&B) efforts than any other group.

This is likely because women might feel their entire identity and additional barriers aren’t being considered, if they are part of more than one underrepresented group. Some employers’ initiatives provide a base-level overview of inclusion for women, but they might only explore the perspectives of white women, for example, or women in general, with no specific solutions explored for LGBTQ+, disabled or black women, for instance. Each may have very different experiences of what it means to be a woman.

Coaching people within your organisation can help leaders and employees gain a deeper understanding of intersectionality and why it’s important. We interviewed Mary-Clare Race, CEO of Talking Talent, for her insight and best-practice tips on all things coaching and inclusion.

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Q: What's the difference between coaching, mentoring, and other types of training, especially when it comes to equality, diversity, inclusion and belonging?

A: These terms are often used interchangeably in the world of talent development, but we see a clear distinction between them that is especially important when it comes to EDI&B.

In a training situation, the primary goal is typically to transfer knowledge from the facilitator to the participant, to raise their awareness and understanding of a particular topic or skill and provide them with practical tips on how to put that skill into action for themselves.

In a mentoring situation, there is also an element of knowledge transfer, but in a more personalised, relationship based, one-to-one situation where the mentee is paired up with a more experienced mentor who is there to provide them with support, advice and guidance.

Coaching takes the relationship-based approach one step further and focuses on supporting and facilitating the coachee to actively step in and facilitate their own outcomes. It is not about giving them the answer but rather supporting them to find their own answer, their own way forward.

At Talking Talent, we favour a coaching-led approach because it enables a deeper level of behavioural change. The coachee must be actively engaged and motivated to do the inner work on themselves and the coach is there to hold them to account. However, there is a role for all three approaches when it comes to solving EDI&B challenges and real power in combining all three.

Q: How can coaching help businesses become more inclusive and diverse?

A: If you look at what it takes to really move an organisation forward with their EDI&B strategy, we believe you've got to take a systemic approach and build inclusion into your culture and in how people behave every day.

There are several ways coaching can help with this:

Leadership behaviours: by working with a coach, leaders become more aware of their own biases, preferences and how their own identity shapes how they show up as a leader. The coach can help them develop the skills needed to foster a culture of inclusion and hold themselves and others accountable.

Developing talent: in many organisations there are pockets of talent who have been overlooked because of some aspect of their identity. Coaching-led programmes can support under-represented talent to thrive and overcome what may be holding them back so they can fulfil their true potential. And by offering coaching-led programmes that address the unique needs of underrepresented individuals, organisations demonstrate their commitment to supporting the needs of all their employees - thus driving retention and engagement levels up.

Improving culture: at the heart of culture change is the need to move behaviours forward at an organisational level. We believe coaching is the most powerful way to do this for an organisation - by helping individuals and groups develop the self-awareness, emotional intelligence and relational competency to work effectively in diverse teams and build inclusion into the culture.

Q: In your experience, why are diversity and inclusion initiatives so important to organisations and their talent attraction and retention?

A: In our industry, there's been significant backlash against EDI&B efforts, particularly in North America, and this sentiment seems to be growing globally. The issue often lies in viewing EDI&B initiatives as separate from core organisational culture. For me, EDI&B is about creating an environment where every individual, regardless of identity, can thrive and contribute fully. This isn't just about ticking boxes – it's critical for attracting and retaining talent, and crucial for overall business performance.

Ultimately, EDI&B isn't merely an add-on; it's integral to effective leadership and to building success at all levels of your organisation. It's about fostering authenticity, encouraging diverse perspectives, and empowering individuals to contribute their best work. These principles are essential for any business striving to maximise performance and leverage a diverse talent pool, regardless of their specific commitments or strategies. It's about creating a workplace culture where everyone can succeed and where the organisation benefits from the full potential of its people.

Q: Who should be coached in inclusion and diversity within an organisation? And why?

A:When considering who should be coached in inclusion and diversity within an organisation, it's crucial to view these efforts as integral to successful business practice. While not everyone needs individual coaching, it's essential to ensure all members of the organisation are engaged in the journey towards inclusivity.

For leadership teams, coaching can be particularly impactful in fostering a culture where inclusion is actively cultivated and practiced. Leaders can learn to demonstrate inclusive behaviours and set the tone for the entire organisation.

Additionally, focusing coaching efforts on groups that have historically faced barriers – such as women, marginalised ethnicities, or neurodivergent individuals – can be highly beneficial. By addressing systemic challenges these groups face, organisations can promote fairness and unlock their full potential.

Ultimately, the decision on who to coach should be informed by the organisation's current state and readiness for change. A tailored approach ensures that coaching initiatives align with strategic goals and create meaningful impact across the entire workforce.

Q: To what extent is intersectionality considered in your coaching and why is it important?

A: This is one of the reasons why coaching is so effective, because intersectionality is really about the need to recognise we are all more than a set of labels. We have a lot of different aspects of our identity that intersect. Our gender, race, age, sexuality, social background, neurodiversity etc. are all important elements to consider. And it's important to consider the unique experiences individuals have, particularly when they have one or more identities intersecting, and where there might have been barriers against people with those identities.

That's key in our coaching approach, because coaching allows you to meet the individual where they are. It's not so much that we are coaching people about intersectionality, but we're really considering the unique person that comes into the coaching experience.

And the risk of not doing that is you put people in a box, and it can be further disenfranchising for them because they're thinking, "Well, actually, I'm being given this opportunity as a woman, but it's not taking into account all of these other aspects of my identity that are intersecting with it and I am being required to leave that part behind."

By failing to consider intersectionality in a coaching situation you can, in fact, make the situation more difficult for the coachee.

Q: You’re teaching others to be inclusive, but how does your organisation ensure it's walking the walk, not just talking the talk?

A: It's something we're very passionate about obviously, we have our own DE&I council, which is chaired by myself as a CEO, in partnership with our Head of People, and HR.

We are actively looking at all aspects of our culture in terms of how we build inclusion, and how effective our leaders, policies and processes are. Do we feel that they're fair? Is there any way in which we're discriminating against certain groups? Whether that's in our recruitment processes or in how promotions happen or how opportunities are given within the business – and we make that very much a managerial responsibility.

We're also constantly looking at our own metrics and where we need to be rebalancing our employee profile. So, across all aspects of diversity, it's a big focus for us.

And we have a DE&I strategy and plan that we're working to with the support of a council which is made up of different members of our workforce.

Q: What advice would you give to those companies that maybe can't afford coaching services in EDI&B? What can they do themselves to make improvements?

A: For companies facing budget constraints and unable to invest in external coaching services for EDI&B, there are practical steps they can take to drive improvement internally.

Exploring alternative coaching methodologies can be effective; options like group coaching sessions or coaching circles, facilitated by peers, harness collective insights and promote shared learning.

Additionally, companies should leverage existing coaching resources and talent internally. Assess whether there are individuals within the organisation who possess coaching skills or can be trained in coaching as part of leadership development initiatives.

Talking Talent, for instance, has digital offerings that are coaching-led and digitally enabled, making them accessible and scalable for organisations looking to expand their impact globally.

By exploring these approaches, organisations can foster a culture of continuous improvement in inclusion and diversity without incurring significant external costs. These steps not only enhance organisational effectiveness but also contribute to a more inclusive workplace environment.

If you’re looking for a talented employee or a new opportunity, contact your nearest Reed office.