Jordan Avery (Sample Candidate)
sample@hirovia.com · Corporate Accounts Manager · completed · invited 2026-08-01 · completed 2026-08-01
Interview first
Strong across the board, and the evidence backs it up.
Put this candidate at the front of the queue. Use the guide below to confirm rather than to screen.
Overall score
89
Ranks #3
of 18 candidates assessed for this position
top 17% · scored above 83% of them
What the score is made of
Strengths vs. gaps
6 of 6 core competencies meet the target for this role.
Strongest
- 74 Rapport Building
- 74 Systematic Execution
- 74 Situational Insight
Weakest
- 50 Discovery & Qualification
- 64 Relationship Management
Core competencies
These decide the role-fit score. The shaded band is the range that works in this role; the marker is where this candidate sits against everyone who has taken the assessment.
12550percentile7599
Rapport Building
74
Invests in rapport and long-term connection with clients and colleagues
in target
Relationship Management
64
Builds durable working relationships and repairs them when strained
in target
Systematic Execution
74
Works systematically, keeps records straight and finishes what enters the queue
in target
Situational Insight
74
Notices subtle signals about what the other party actually intends
in target
Problem Solving
70
Digs into unfamiliar problems and produces workable, tailored solutions
in target
Discovery & Qualification
50
Uses structured questions to establish fit before investing effort
in target
Supporting indicators
Secondary competencies. They do not move the role-fit score, but they shape how the core strengths show up day to day.
Worth probing: Direct Dialogue
Ownership
74
Strong
Composed Judgment
65
Strong
Adaptability
64
Strong
Practical Optimism
59
Strong
Drive to Win
55
Strong
Direct Dialogue
44
Developing
Situational judgment 7 of 9 points
Each situation below is one a person in this role actually meets, with no researchable right answer — every option is plausible, and the choice reveals what the candidate prioritises under pressure. Options carry different weights; the strongest is worth full marks.
2 of 3
situations where they chose the strongest response
78%
of the available judgment points
1Your largest corporate account's main contact goes quiet — three unanswered emails over two weeks. Renewal is in four months. What do you do?
Chose
Call them directly, and in parallel reach out to another contact you know at the account to check whether something changed internally.
3/3
Strongest response
2During a routine review, a corporate client mentions offhand that they're opening offices in two new countries. What do you do with this information?
Chose
Congratulate them and make a note to mention it at renewal time.
1/3
Strongest
Ask questions about the expansion now, then follow up with a tailored proposal showing how you can support the new offices.
3/3
Weak response
3Your company missed a deadline on a deliverable for a key account — the client doesn't know yet. What do you do?
Chose
Call the client before they find out: explain what happened, what you're doing about it, and the new realistic date.
3/3
Strongest response
Profile Match
17 of 22 behaviors in the success-profile zone.
Behavior detail (stanines 1–9)
| Behavior | Target | Score | |
|---|---|---|---|
| Assertiveness | high | 4 | ✗ |
| Communications | high | 7 | ✓ |
| Competitive Style | mid | 4 | ✓ |
| Concentration | high | 7 | ✓ |
| Conflict Management | high | 5 | ✗ |
| Creativeness | high | 7 | ✓ |
| Decisiveness | high | 7 | ✓ |
| Detail Orientation | high | 7 | ✓ |
| Ego | high | 4 | ✗ |
| Emotional Composure | mid | 7 | ✗ |
| Empathy | mid | 7 | ✗ |
| Initiative | high | 7 | ✓ |
| Instructiveness | high | 7 | ✓ |
| Learning | high | 7 | ✓ |
| Listening | high | 7 | ✓ |
| Negotiating | mid | 4 | ✓ |
| Planning | high | 7 | ✓ |
| Presentation Style | high | 7 | ✓ |
| Schedule Orientation | high | 7 | ✓ |
| Sociability | high | 7 | ✓ |
| Structure | high | 7 | ✓ |
| Task Completion | high | 7 | ✓ |
All 33 behaviors
| Affiliation | 4 |
| Assertiveness | 4 |
| Authority Relationships | 3 |
| Closure | 4 |
| Communications | 7 |
| Competitive Style | 4 |
| Concentration | 7 |
| Conflict Management | 5 |
| Creativeness | 7 |
| Decisiveness | 7 |
| Detail Orientation | 7 |
| Ego | 4 |
| Emotional Composure | 7 |
| Empathy | 7 |
| Goal Orientation | 4 |
| Influence | 3 |
| Initiative | 7 |
| Instructiveness | 7 |
| Intensity | 4 |
| Learning | 7 |
| Listening | 7 |
| Mobility | 4 |
| Negotiating | 4 |
| Planning | 7 |
| Presentation Style | 7 |
| Response to Change | 5 |
| Schedule Orientation | 7 |
| Self Responsibility | 7 |
| Sociability | 7 |
| Structure | 7 |
| Task Completion | 7 |
| Time Competency | 5 |
| Vitality | 7 |
Résumé evaluation — 76/100
Six years of B2B account management with clear progression from coordinator to senior account owner. Strong tenure pattern (2-3 years per role) and quantified retention results. Resume is well organized and achievement-oriented.
Strengths
- Managed a $2.4M portfolio of 18 corporate accounts with 96% retention over two years
- Documented expansion wins, including growing a key account 40% through proactive needs analysis
- Stable career progression within the same industry
Concerns
- No direct experience with enterprise procurement cycles longer than 6 months
- Gap of 7 months in 2023 is not explained
- Limited evidence of managing accounts through a pricing increase or service failure
Written answers (scored 71/100)
Describe the most important client account you have managed. How did you keep the relationship strong, and how did you grow the account's value over time?
For the past three years I managed a portfolio of 18 corporate accounts worth about $2.4M annually. I ran quarterly business reviews with every account and monthly check-ins with the top five. When I took over, retention was 88%; I brought it to 96% by [sample answer continues...]
Assessed 74/100. Concrete account example with portfolio size, cadence of reviews and a quantified growth outcome. Slightly light on senior-stakeholder strategy.
Tell us about a time a key client was unhappy and at risk of leaving. What exactly did you do to save the relationship?
Our largest client gave notice after a billing dispute compounded a service delay. I asked for 30 days, brought their operations lead into a weekly call, fixed the root invoice error, and negotiated a service credit. They renewed for two years [sample answer continues...]
Assessed 68/100. Honest account of a client on the verge of leaving; clear ownership and a structured recovery plan. Outcome stated but long-term relationship state left vague.
Overall: Answers are specific and grounded in real situations, with honest treatment of a near-loss. The retention answer would benefit from more detail on the long-term relationship repair.
Suggested interview guide
Questions cover every core competency plus any supporting indicator that scored below average — investigate core areas regardless of score.
Rapport Building
Under-developed looks like
- Contacts clients only when something is due
- Knows the account, not the people
- Rapport is a script, not a relationship
Well-developed looks like
- Maintains contact rhythm beyond transactions
- Knows clients' goals, pressures and preferences
- Clients ask for them by name
Tell me about your longest-standing professional relationship with a client or partner.
- What has kept it alive?
- What has it been worth to both sides?
How do you get to genuinely know a new client beyond the contract?
- Walk me through a real onboarding you did.
- What do you record and remember?
Describe a relationship you lost and what you learned from losing it.
- What was the first sign?
- What would you do differently?
Relationship Management
Under-developed looks like
- Relationships are transactional and shallow
- Friction is left to harden into distance
- Wins the point, loses the partner
Well-developed looks like
- Builds trust across levels and functions
- Repairs strained relationships proactively
- Trades short-term wins for long-term partnership
Tell me about a working relationship that started badly and that you turned around.
- What was your share of the badness?
- What did you actually do to repair it?
- Where is it now?
How do you maintain relationships with people you need but rarely see?
- Give me a live example.
- What's your rhythm of contact?
Describe telling an important client or partner 'no' while keeping the relationship.
- How did you frame the no?
- What did you offer instead?
Systematic Execution
Under-developed looks like
- Workflow is improvised daily
- Details slip; records lag reality
- Volume causes chaos rather than rhythm
Well-developed looks like
- Runs a visible, repeatable system
- Documentation is current without being asked
- High volume raises throughput, not error rates
Describe the highest-volume, most detail-critical work you have handled.
- What system kept it accurate?
- What was your error rate, honestly?
- What happened when volume spiked?
Walk me through how you organize a normal working day.
- What survives when the day goes sideways?
- How do you make sure nothing entering your queue gets lost?
Tell me about building or improving a process that others then followed.
- What problem did it solve?
- Did it stick after you moved on?
Situational Insight
Under-developed looks like
- Misses shifts in tone and intent
- Assumes silence means agreement
- Surprised by outcomes others saw coming
Well-developed looks like
- Notices what is said and what is avoided
- Tests hypotheses about the other side's position
- Anticipates objections before they surface
Tell me about noticing that a deal or project had quietly changed direction before anyone said so.
- What tipped you off?
- What did you do with the read?
Describe a meeting where what mattered was not being said out loud.
- How did you surface it?
- Were you right?
Tell me about a time you completely misread a person or situation.
- What did you miss?
- What do you watch for now?
Problem Solving
Under-developed looks like
- Applies the standard fix whether or not it fits
- Firefights symptoms and leaves causes intact
- Gives up when the manual runs out
Well-developed looks like
- Diagnoses before prescribing
- Generates several options and tests the best
- Enjoys problems nobody has solved yet
Tell me about the hardest problem you've solved where no playbook existed.
- How did you take it apart?
- What options did you generate before choosing?
- How did you know it worked?
Describe a problem you initially misdiagnosed.
- What led you astray?
- How did you catch it?
A client brings you a problem that doesn't fit any standard solution you offer. Walk me through your first hour.
- What questions do you ask?
- When do you involve others?
Discovery & Qualification
Under-developed looks like
- Meetings ramble without an agenda or goal
- Accepts vague answers and moves on
- Invests equally in good and hopeless prospects
Well-developed looks like
- Comes with a structured line of questions
- Probes until answers are concrete
- Disqualifies fast and reinvests the time
Walk me through the questions you ask a brand-new prospect in the first meeting.
- Which answer most often disqualifies?
- What do you do with a vague answer?
Tell me about a prospect you qualified out early, and one you should have.
- What was the signal in each case?
- What did the miss cost?
How do you prepare the agenda for a meeting where you need specific information?
- Show me with a recent example.
- What if the other side hijacks the agenda?
Direct Dialogue low score — probe carefully
Under-developed looks like
- Goes quiet in meetings and vents in private afterward
- Lets small frictions accumulate into resentments
- Concedes quickly just to end the discomfort
Well-developed looks like
- Raises the issue with the person involved, early and calmly
- Separates the problem from the person
- Negotiates toward a resolution both sides can accept
Tell me about a serious disagreement with a colleague that you handled directly.
- How did you open that conversation?
- What was the hardest moment in it?
- Where did the relationship land?
Describe a conflict you watched build because nobody named it. What did you do?
- What was the cost of the delay?
- What would you do sooner next time?
When you and your manager disagree on something important, what do you actually do?
- Give me a concrete recent case.
- How far do you push before accepting the call?