The ability to be successful is VERY dependant on the territory/accounts you inherit. Gartner is generally either loved or actively disliked by CIO's and if you inherit accounts where the incumbent CIO is not a fan, it is very difficult to turn that around. They are also stronger in some industry verticals than others and very US market centric.
Qualify hard at the interview stage the accounts you will inherit and the status of those accounts. I was told I'd be running 4-5 large accounts, focused more on account management with a small amount of new business in a suitable geographic location to where I live and that those accounts were all in a good condition to build upon (This is very important as you will need to make up any contract losses from new business).
When I finished the training academy I discovered I'd be running 13 small accounts, 4 of which had told my predecessor that they would not be renewing 3 months before I joined and I had 2 months to try and turn them around. Also many accounts required 3-4 hours travel.
I was then given a huge list of prospects to cold-call which I hadn't done since my early 20's. Important note - If extensive cold-calling isn't your thing then think twice as you will be expected to produce at least 2 new opportunities every week and this is tracked, reported on and named/shamed in a monthly stack ranking report. They also run quarterly "Blitz Days" where you will be expected to sit at a hot desk and cold call dozens of prospects, secure several C-Level meetings and again, this is tracked and reported so there's no hiding place. There is no exception to this, everyone has to do it - It was never mentioned once in any of the interviews and there was no questioning of my skill in this area - astounding given it plays a 50% part of the role.
Area Managers and VP's are almost without exception internal promotions, many with no prior managerial experience and are ill equipped to think and act strategically and/or leverage wider experience of other organisations and industries.
Be aware that the internal recruiting team are under huge pressure to recruit new sales staff due to aggressive growth and churn replacement and are inclined to tell you what you want to hear to hit their KPI's.
In short - do your homework, qualify them hard during the process and don't be afraid to walk away if you smell a rat. Due to their struggle to meet headcount numbers, they are more desperate than you are at the recruitment phase and if they think you are a good candidate they will come back to you.
