Assess sales capability and coachability througha realistic, role-specific conversation - then carrywhat you learn into onboarding and continuouscoaching.
Candidates need only a link. No account, no download.
CVs, interviews, references, and past attainment all carry useful information. But they describe selling - none of them show it happening.
What each source directly observes in a sales conversation.
Five behaviors that matter in the role.
CV
A claim about past work
Interview
A prepared performance
Reference
A curated opinion
Attainment history
Someone else's territory, product, and market
A role-specific conversation
The work itself, observed
5 / 5CV
A claim about past work
Interview
A prepared performance
Reference
A curated opinion
Attainment history
Someone else's territory, product, and market
A role-specific conversation
The work itself, observed
Twenty cells, none observed - no score, no evidence, no moment to point at, because none of it happened in front of you.
Every candidate runs the same realistic, role-specific conversation. You see discovery, objection handling, value communication, and whether they earn the next step - under standardized conditions.
Same brief, same buyer - the bar is the role's standard, not each other.
After the first attempt, the candidate receives one focused piece of coaching - and runs it again. The difference between attempts is measured, not guessed.
Coaching
7.6+1.28.4+0.68.2+3.1Define the role and the standard a strong hire must meet.
Every candidate meets the same realistic buyer, built on your world.
The conversation produces structured evidence, not impressions.
One piece of coaching, one more attempt. Coachability, observed.
Your team reviews the evidence and makes the call.
Human judgmentWhat you learned becomes their first coaching priorities.
Continuous coachingA strong enterprise AE and a strong outbound SDR do not pass thesame conversation. The assessment reflects the job someone isactually being hired to do - so the evidence means something.
Pick the role you're hiring for
Illustrative examplePick the role you're hiring for
Illustrative example
Morgan Keane
VP Operations · logistics
“You're the third vendor to call this quarter. We've run the incumbent for six years and budget's frozen until Q3. Why would we change?”
Switch the role - the buyer, the pressure, and the scoring bar switch with it. The evidence structure underneath stays the same.
Morgan Keane
VP Operations · logistics
“You're the third vendor to call this quarter. We've run the incumbent for six years and budget's frozen until Q3. Why would we change?”
Switch the role - the buyer, the pressure, and the scoring bar switch with it. The evidence structure underneath stays the same for every candidate.
“Every candidate should leave with useful feedback - including the people you don't hire.”
Pitstop sends every candidate specific, private feedback on their conversation - a reason to think well of your company, whatever the outcome.
Before the final interview: structured evidence, side by side with the CV. Components, not a verdict.
How the candidate ran discovery, handled objections, and communicated value - against the role's standard.
What changed between attempt one and attempt two after focused coaching.
The strongest observed behaviors, tied to moments in the conversation.
The specific gaps that would become early coaching priorities if hired.
Transcript excerpts behind every observation - evidence you can check, not a black box.
Areas that need a human read, with suggested follow-up questions for the final round.
Pitstop adds evidence to your hiring process. It does not automatically hire, reject, rank, or screen out anyone. Every decision is made by your team.
Every candidate for a role gets the same brief, the same buyer, and the same standard - a documented, consistent basis for comparison.
Every observation links to a moment in the conversation. Your team can always see why the evidence says what it says.
Most hiring assessments end when the offer goes out. With Pitstop, the strengths and gaps identified during hiring become the salesperson's first coaching priorities - waiting in their coaching plan on day one. No cold start, no honeymoon quarter, no rediscovering in month three what you already learned in the interview process.
Quantify pain in discovery - strong rapport; push toward measurable business impact.
Multithread earlier - tended to stay single-threaded with the champion.
Keep doing: objection handling under pressure - improved sharply after coaching.
Pitstop assesses how a candidate actually sells in a realistic, role-specific conversation - including competencies such as discovery, active listening, communication, objection handling, commercial judgment and securing a next step.
Candidates can receive focused feedback and then repeat the role-play. This lets the hiring team see not only how someone performs initially, but whether they can understand feedback and change their behavior.
The assessment can become the starting point for onboarding and coaching. The strengths and development areas identified during hiring provide an evidence-based view of where the new hire should focus from day one.
No. Pitstop provides structured, evidence-linked assessment to support human judgment. The hiring decision remains with the employer.
TAKE A PITSTOPSee how someone sells - and how they improve when coached - before you hire them.
For the full business case, read our Sales Hiring white paperRead the Sales Hiring white paper
