From VP to AE: Julia Howard's Secrets to Selling to the C-Suite

Selling to the C-suite is the holy grail for B2B sales teams — bigger deals, strategic partnerships, and career-defining wins. But executives operate differently than other buyers. They're pressed for time, focused on company-wide impact, and have zero patience for generic pitches. Julia Howard knows this firsthand. As a former VP turned enterprise account executive at TraceLink, she's lived on both sides of the executive sales conversation. Her unique perspective reveals what really works when selling to the C-suite — from understanding their hidden motivations to building authentic relationships that close multi-million dollar deals. Here's how she cracked the code on executive selling and why her approach can transform your sales success.

Why selling to the C-suite can transform your sales career

Selling to the C-suite isn't just about closing bigger deals; it's about shifting your entire approach from tactical to strategic. When you learn to connect with top executives, you're not just moving a product — you're influencing a company's direction. It's your chance to make a bigger impact, accelerate your career, and earn a seat at the tables that matter. Julia's journey shows that understanding the executive mindset is the fastest way to level up your own career, whether you're a VP or an AE.

What C-suite executives actually care about (and it's not what you think)

Forget feature lists and technical jargon. Executives operate on a different wavelength. They're thinking about strategic goals, market position, and shareholder value. From her time as a VP, Julia learned they care about three things: growing the business, beating the competition, and mitigating risk. Your pitch needs to directly address one of these pillars. They don't have time for solutions to small problems; they need partners who can help them win big.

Insider knowledge: How to sell to executives

Julia began her career as an office manager and worked her way up to account management. Her younger, greener self-assumed the next step, and all the steps following, would be leadership-oriented. More impressive titles, higher pay, the chance to helm a team.

Julia eventually landed a role as VP of Client Growth at a Robotics company and then a VP of Growth Sales at another top Saas company. She realized through those roles that while she was born to lead, leadership comes in so many forms. Management is just another skill set. Although she gained a better appreciation for what sales leaders need and want from their teams, she recognized she could allow her personality to shine more as an individual contributor.

"It was almost always ego-driven, looking for that next step," she says. "I thought I wanted to lead people, to do more, get more, be more. When, in actuality, I never should have left sales."

So, she came back.

Today, she's at TraceLink, not as a sales leader buckled down in a suit and tie, but as an AE, back where she belongs: on the ground and in the fray. But now she has first-hand knowledge of why and when execs make decisions—and how to get their ear as an IC.

1. Know that you are valuable and they'll see it too. When Julia was VP, the people who commanded her attention were those who exuded real value. "When they knew what they could bring to the table is when I saw the value in them," she says. And it's more than possible to use your ego to your advantage without coming across as egotistical. By confidently acknowledging your strengths, skills, and expertise, you can establish a powerful presence that leaves lasting impressions.
2. Target their personal motivations. If Julia learned anything as a VP, it's that business is politics. In just the same way you want to top the leaderboard, the execs you're selling to want to look good in front of their leadership. Do your research and craft your pitch around how your product can help them reach their success metrics and directly move the needle. A tailored solution that helps them shine in the eyes of their superiors is a proposition that's hard to ignore.
3. Assume positive intent. Executives are more likely to share their concerns, priorities, and objectives when you remove yourself from the spotlight and recognize their decisions are made in the best interest of their business. "It's important to always give people the benefit of the doubt and show that," Julia says. Assuming their intentions are good and genuine, even if they express skepticism or seem hesitant is a surefire way to increase trust.

Julia's direct experience in the C-Suite has quite literally made her the champion seller she is today. "I have never been happier or more successful personally and professionally than in the role I'm in now," she says.

How to research and prepare for executive outreach

Walking into a C-suite conversation unprepared is a fatal error. Your research needs to go beyond a quick LinkedIn scan. Read their company's latest earnings report. Understand their strategic initiatives for the quarter. Know who their biggest competitors are and what challenges they're facing. Use tools to look for trigger events — like a new funding round or a key executive hire — that create an opening for your solution. When you show up with this level of insight, you're not a salesperson; you're a strategic advisor.

Speaking the C-suite language: From features to business outcomes

Executives don't buy features; they buy outcomes. You have to translate what your product does into what it delivers. Instead of saying your software 'automates workflows,' say it 'cuts operational costs by 15% and accelerates time-to-market.' Be brief, be confident, and be direct. Every minute of their time is valuable, so get straight to the point and show them you understand how to connect your solution to their bottom line.

The $4M secret? Genuine and transactional relationships

Julia's job is to upsell existing TraceLink clients rather than bring in new business, which entails the nurturing of long-term relationships.

"I feel like you're either born wanting to help solve problems or you're not," she says. "That relationship side of sales just comes naturally to me."

This, my friends, was how she closed a $4M mega deal.

And she means that literally.

She took the client out to their favorite spots, honky tonk bars in Nashville, buying them beers, getting to know them as people, and having fun.

Because real experiences, experiences that people will remember, whether they are in person or not, are the foundation for genuine relationships.

With a couple of fun nights behind them, their relationship evolved into regular texts and calls.

If the client called while she was driving in a car filled with noisy kids, she'd just take the call and let them know she could talk later. And if they heard the kids caterwauling, so what? She was her, Mom, and they appreciated that.

"We laughed together over demos. I asked them a lot of questions. And I wasn't afraid to be vulnerable with them, to be an actual human and not just a salesperson," Julia says, "People want to buy things from people they trust. And trust, like relationships, takes time to build."

While it's true that sales is ultimately transactional, Julia realized early on that it's possible to be genuine and transactional at the same time; they're not mutually exclusive.

"It's mutually beneficial; I want to provide value, too, [rather than] just asking for stuff. They're not just my income, they're a person I'm excited to get to know."

Her bottom line is this: if you have a great relationship with someone and you understand them on a personal level, that's what gets the deal across the finish line.

"It's about love for people as a business strategy.

When to fail fast and move on

Even if you have a solid relationship with a client, it won't always be rainbows and butterflies.

In Julia's experience, most deals die five times before they actually close.

"Just because a deal seems completely dead doesn't mean it is…you have to feel the vibe," she says.

When the vibes aren't good, Julia schedules "learning conversations" with her customers. Think of it like a 1:1; it's a time when the customer is encouraged to give feedback or criticism or detail anything that's a current deal-blocker.

It's a preventative approach that's stopped dozens of her accounts from spiraling and eventually churning.

But there are always some relationships that are simply not meant to be.

Where some sellers may desperately hold on to a deal, trying every possible angle to make it work, Julia simply lets go when she feels the time is right and the relationship has run its course.

"If I don't jive with someone and I believe that it's never going to work in the long term, I fail fast so I can find another person who is interested."

Otherwise, she tells us, you're just wasting time and energy on something that will never come to fruition.

All of it — the C-suite knowledge, the relationship building, the refusal to be anything other than her most genuine self — makes Julia Howard a top-notch salesperson.

Because it also makes her a better, more rounded human being.

"My biggest strength and my biggest weakness is that I care too much," she says. "But I'm not willing to change myself. "

"I would rather get hurt and be myself, knowing there's more good than bad than stop trying."

Turn C-suite insights into closed deals

Julia's success proves that selling to the C-suite is a mix of art and science. It's about being authentic and building real relationships, but it's also about doing your homework and speaking the language of business value. To do this at scale, you need a platform that can help you identify the right executives, understand their strategic priorities, and craft personalized outreach that cuts through the noise. Apollo's AI-powered platform gives you the data and tools to put these insights into action, so you can focus on what you do best: building relationships and closing deals. Ready to connect with the decision-makers who matter? Get Started with Apollo today.

Frequently asked questions about selling to the C-suite

What's the difference between selling to C-suite vs other executives?

While all executives are busy, the C-suite focuses on long-term, company-wide strategy. VPs or Directors are more concerned with departmental goals and tactical execution. Your pitch to a CFO about ROI will be very different from a pitch to a VP of Sales about team productivity.

How long does it typically take to close a C-suite deal?

C-suite deals have longer sales cycles. Because they involve strategic decisions and larger budgets, expect more stakeholders, more scrutiny, and a timeline that can stretch from several months to over a year.

What's the biggest mistake salespeople make with C-suite prospects?

The most common mistake is wasting their time. This includes leading with a generic product pitch, not doing research, and failing to connect the solution to a high-level business objective. Executives don't have time for conversations that don't deliver immediate, clear value.

Should I go directly to the C-suite or start with lower-level contacts?

It depends. If your solution solves a major strategic problem, a direct approach can work. However, it's often more effective to build a coalition of support at the director or VP level first. They can become your internal champions and help you build a business case before you even get to the C-suite.