Full-Time
Enterprise Account Executive
Forrester
1,001-5,000 employees
Subscription-based market research and advisory
Compensation Overview
$118k - $177.5k/yr
Washington, DC, USA
Remote
Bachelor's
 Sales & Account Management (1) |
|---|
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- A minimum of eight years of relevant or consultative sales experience is required.
- The candidate must be able and willing to make cold calls and book meetings.
- The candidate must have proven experience in a similar role, specifically in new business development, achieving quota goals, and managing personal sales strategies.
- The candidate must have effective presentation, organization, and time management skills.
- The candidate must have excellent verbal and written communication skills.
- The candidate must demonstrate success in new business development within the Department of War, including identifying, pursuing, and closing net-new opportunities and understanding Department of War procurement processes, contracting pathways, and budget cycles.
- The candidate must have established defense networks and strategic relationship-management experience, including strong existing relationships across Department of War stakeholders and the ability to open doors, build trust, and navigate complex, multi-stage federal sales cycles from early-stage opportunity shaping through close.
- The candidate must be able to manage and complete complex and diverse tasks independently with limited oversight, particularly those related to the area of specialization.
- The candidate must have significant experience in the field and/or at Forrester.
- Prospect and close appropriate new business prospects from a list based on a specific geography or vertical industry.
- Sell primarily to senior management, including director-level and C-level professionals, at prospect accounts.
- Maintain minimum weekly and daily metrics and ensure quota is met.
- Produce accurate and timely forecasts.
- Develop a complete understanding of all Forrester product offerings.
- Understand the changing business and technology issues that potential clients face.
- Work with vertical and horizontal research teams to better understand the Forrester value proposition for prospects.
- Build relationships with key contacts outside the role's domain.
- Employ domain expertise to identify creative solutions to complex issues.
- A bachelor's degree is preferred but not essential.
- Experience selling business services to C-level professionals in a highly competitive market would be an advantage.
Forrester provides global market research and advisory services to business and technology leaders. Its flagship Forrester Decisions subscription gives ongoing access to research reports, data, and advisory support, while revenue also comes from consulting, events, and custom projects. The company blends wide-market research with continuous advisory services and events, focusing on customer obsession and diverse perspectives. Its goal is to help clients grow by making customer-centered decisions across products, channels, and technology-enabled experiences.
Company Size
1,001-5,000
Company Stage
IPO
Headquarters
Cambridge, Massachusetts
Founded
1983
Get referred to Forrester
See people who can refer or advise you
Simplify's Take
What believers are saying
- Forrester AI generated about 10 million bookings since launch by July 2026.
- AI usage rose 69% year over year, proving client adoption inside workflows.
- Management kept 2026 guidance and plans accelerated buybacks with 76 million authorization remaining.
What critics are saying
- Q2 2026 revenue fell 10% to 100.2 million, crushing operating leverage.
- Consulting exited strategy work in 2026, shrinking non-CV revenue and weakening cross-sell.
- If AI copilots commoditize research summaries, Forrester loses its core subscription moat.
What makes Forrester unique
- Forrester Decisions bundles research, advisory, and guidance into recurring enterprise subscriptions.
- Forrester AI embeds research inside Microsoft Teams and Copilot workflows, launched 2026.
- Its client-count growth and 283.2 million CV base signal sticky enterprise relationships.
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↓ -5%Forrester has launched its AI Disruption Model to assess artificial intelligence's impact across technology and service markets. The model, applied to 17 categories comprising over 200 markets, evaluates whether AI will accelerate, disrupt, reshape, or minimally affect individual sectors. The research reveals that infrastructure providers, data and AI platforms, and cybersecurity services are positioned for growth as enterprises scale AI deployments. Conversely, labour-intensive knowledge-work industries, including transformation services, software development, and creative services, face significant disruption as AI replaces human-performed tasks. Many enterprise software categories will be reshaped rather than displaced, sustained by embedded workflows, regulatory requirements, and switching costs. The model analyses factors including AI substitutability, labour intensity, commercial models, and regulatory friction to help technology leaders anticipate AI's impact on their portfolios.
Beyond the "SaaSpocalypse": introducing The Forrester AI Disruption Model. Craig Le Clair, Vice President, Principal Analyst Aug 19 2026 The 2026 narrative surrounding the "SaaSpocalypse" misses the bigger picture. While most commentary fixates on seat-based revenue compression (predicting that AI agents will kill off software licenses), that's only one of nine critical disruption factors. As a global research firm that evaluates the entire technology landscape, Forrester has created a data-driven AI Disruption Model. This model, built on Forrester research and publicly-filed information, cuts through the noise to brings transparency to market changes and a comprehensive framework for what comes next. The Design Of Forrester's AI Disruption Model The Forrester AI Disruption Model evaluates 17 technology and service categories spanning more than 200 markets. The framework analyzes structural market dynamics across nine critical drivers, including AI substitutability, labor intensity, commercial model, support for agentic workloads, switching costs, and regulatory friction. The central insight from the model is clear: AI's effects won't be distributed evenly. While some markets and vendors face extreme headwinds, others are poised for historic acceleration. * Disrupted markets - where AI reproduces core value. If AI can do something that a person or an existing software product can do, it will. Vendors and service providers in this bucket face pricing compression, seat erosion, and commoditization of their core capabilities or feature sets. The most severe disruption stemming from AI hits labor-intensive markets, such as technology implementation, custom software development, creative services, and corporate training. These markets are under immense pressure as AI takes over activities previously performed by human experts * Neutral markets - where value isn't primarily informational. If vendors and service providers offer capabilities that are physical, focused on regulated markets, or protected by high switching costs, they're less disrupted by the shift to AI. Neutral drivers keep AI progression at bay and value stable. * Contested markets - positioned to move towards accelerated territory. Contested vendors and service providers see a balance of neutral and accelerated drivers that allow a pivot toward accelerated territory. They won't sit back and wait to be disrupted, but will shift investment capital and R&D to agentic workload and data, trust, and sovereignty support. Vendors in this category can infuse AI positively into their platforms but face execution, capital, and labor pivot challenges. * Accelerated markets - sell picks and shovels for AI workloads. Providers of infrastructure, data, model, integration, or trust capabilities are the foundation of agentic workflows - and the future anchors of AI-powered business. Demand for these offerings scales directly with AI adoption: The more custom AI agents and targeted agentic systems enterprises deploy, the more technology these providers sell. The Forrester AI Disruption Model Helps You Navigate The AI Overhaul The challenge for enterprise tech buyers, vendors, and service firms alike is understanding how AI reshapes markets. Whether you're a buyer trying to optimize your tech portfolio or a vendor defending your market share and future, Forrester's AI Disruption Model provides a blueprint to understand this shift. Enterprise tech buyers should use the model as a procurement shield, isolating obsolete, debt-ridden tools to funnel investment toward scalable, agentic-ready vendors. For technology vendors and service providers, the model offers an actionable defensibility roadmap to evaluate exposure, protect core revenue, and pivot toward long-term growth before legacy models run out of steam. See craig Le Clair at: Technology & Innovation Forum East November 4-5, 2026, New York City AI access: for every role. And every decision. How do you know when an AI use case is too risky to pursue? The answer has less to do with the technology itself and more to do with whether your organization has the governance, processes, and decision-making discipline needed to support it. The merger of revenue enablement platform (REP) archrivals Seismic and Highspot is now complete. The combined company positions itself as a go-to-market (GTM) performance company focused on revenue execution rather than traditional enablement, serving thousands of customers and millions of users while investing more than $100 million annually in R&D. The important "What's next?" following [...]
4 ways a Red Hat TAM maximizes IT investments, according to Forrester TEI study. Global TAM Practice Lead Modern IT environments are complex. Development and operations teams must constantly balance resolving current infrastructure challenges with planning for scalable, future growth. This requires deep product expertise and technical skills from internal teams that are already resource-constrained. To bridge this gap, enterprises use Red Hat Technical Account Managers (TAMs) as an extension of their teams. A TAM is a single technical point of contact specializing in a specific product family, such as Red Hat Enterprise Linux, Red Hat OpenShift, or Red Hat Ansible Automation Platform. They work alongside your team to prevent downtime, patch system vulnerabilities, and connect you directly to Red Hat engineering experts. How does this partnership actually work in practice, and what does it mean for your business? Red Hat commissioned Forrester Consulting to conduct a 2026 Total Economic Impact(TM)(TEI) study. Forrester interviewed enterprise decision-makers with years of hands-on TAM experience and designed a composite organization ($5 billion global company with 20,000 employees and 20 in-house Red Hat developers) to evaluate the data. What Red Hat, Inc. found was exciting: Investing in a Red Hat TAM delivered a 386% return on investment over 3 years, with a payback period of less than 6 months. The core benefits. The study revealed significant, risk-adjusted financial benefits across 4 major pillars of enterprise operations: * Enhanced time to market ($3.0M accelerated profit): Proactive TAM guidance shortened development cycles. As one Software Solution Architect in the IT industry noted during the interviews, "There's no way we would be at the same level of proficiency with the product [without the TAM]." By helping the team build deep expertise directly on the job, the TAM helped launch new applications a full month faster. * Reduced system outage costs ($1.8M saved): Downtime introduces substantial revenue risk. A Platform Engineering Manager in financial services emphasized the critical role a TAM plays here: "In large-scale environments, the TAM is very important. Critical environments need a fast resolution, and the TAM is the way to achieve this goal." The study quantified this, showing that TAMs reduced the duration of major unplanned outages impact time for the composite organization by 70% by Year 3 while providing log analysis and health checks to avoid minor outages entirely. * Improved developer and IT productivity ($745k labor savings): A TAM deeply understands your unique environment, eliminating back-and-forth ticket friction. With direct TAM guidance, developers saved 40% of their time on Red Hat projects by Year 3, while annual hours spent resolving IT tickets decreased by 75%. * Strengthened security and compliance ($196k reduced risk exposure): TAMs collaborate with internal teams on patching cadences, certificate lifecycles, and vulnerability tracking. This proactive stance directly reduced risk exposure to costly security breaches. The strategic value. Beyond strict financial metrics, enterprise leaders highlighted long-term strategic advantages: * Team upskilling: TAMs deliver hands-on, interactive guidance tailored to your architecture. This allows sysadmins, developers, and platform teams to build new skills directly on their own production architectures. * Advanced product roadmap visibility: Regular meetings provide early insight into upcoming product features. This visibility helps organizations align future technology strategies and share feedback to influence Red Hat engineering. Optimize your investments. Whether you need to justify premium support to executive stakeholders or maximize your existing Red Hat footprint, a Red Hat TAM provides the dedicated expertise required to succeed. Product trial Red Hat Learning Subscription | Product trial. Fill skills gaps and address business challenges by exploring the benefits of Red Hat Learning Subscription trial
Marketing Vanguard at Cannes: AI is becoming the daily job ft. Mark Kirkham of PepsiCo. Why learning out loud wins when navigating five-month AI cycles. 47 mins ago The future of brands gets decided here. Join the industry's top marketers at Brandweek for the ideas, insights, and connections shaping what's next. Get your ticket. Its Marketing Vanguard series live from Cannes Lions continues as host Jenny Rooney sits down with Mark Kirkham, CMO at PepsiCo Beverages U.S., to break down why Cannes only works when CMOs show up with clear intention. Mark explains how AI has moved from tech hype to operational reality, why disruption cycles collapsed from five years to five months, and why honest peer debate is the only way marketing leaders stay ahead. What you'll learn: * Why AI is shifting from hype cycle to everyday marketing work * How CMOs should evaluate AI through growth, efficiency, insight, and discoverability * Why disruption now happens in months, not years * How peer learning and open debate help the entire industry move forward * Why Cannes works best when CMOs prioritize quality over quantity * How teams can learn from challenger brands and organic social-first thinking * Why the industry has a role to play in making Cannes more curated and creatively valuable This episode is part of a special vidcast series recorded live during Cannes Lions 2026 and presented in partnership with Edelman. About its guest: Mark Kirkham is Chief Marketing Officer of PepsiCo Beverages US, where he leads brand, category, and marketing programs across Pepsi, Mountain Dew, Starry, Bubly, and Mug. A 15-year PepsiCo veteran, Mark has held global and regional marketing leadership roles including Chief Marketing Officer, International Beverages, VP of Global Sports, Juice and Energy, and Head of Marketing & Innovation for Western Europe. His work has included Pepsi's UEFA Champions League partnership, the global Pepsi Taste Challenge, expansion of Gatorade and Mountain Dew across international markets, and award-winning brand and innovation programs. Before PepsiCo, Mark held roles at P&G, Nielsen, and Forrester Research. Episode Highlights: [01:58] Why Quality Over Quantity Is Better for the Industry - Mark sees the compression at Cannes as a good thing if it leads to better curation. Fewer people, fewer submissions and more intentional participation can improve the quality of work, conversation and networking. For CMOs, the takeaway is clear: showing up everywhere and submitting everything is not the strategy. The stronger move is knowing what deserves attention and making those moments count. [05:21] The Five-to-Ten-Month Disruption Cycle - Mark makes a sharp point about the speed of change. Marketing used to move through five-to-ten-year disruption cycles. Now it feels more like five-to-ten months. That changes what leaders need from the industry. Annual check-ins are not enough. CMOs need constant conversation with peers, partners, and agencies so they can stay close to what is evolving across both brands and the broader ecosystem. [07:36] Why Learning Alone Is Not Enough - For Mark, the job is not only to keep learning individually. It is also to share collectively. Cannes and communities like Marketing Vanguard matter because they create rare spaces for honest conversation, disagreement, and healthy tension. His line cuts through: the day he stops learning is the day he stops being a marketer, but the day marketers stop sharing with each other is the day the industry stops learning. [08:47] Why Different Business Models Make Teams Smarter - Mark points to Poppi as an example of why traditional marketing teams need different perspectives in the room. Bringing in talent from a brand built through organic social forces a large organization to see brand building differently. It is not about one model being better than another. It is about exposing teams to different instincts, different speeds and different ways of earning attention. Jenny Rooney is Chief Brand and Community Officer, leading strategy for the overall ADWEEK brand as well as the ways in which TMKG Consulting Limited serve and support its audiences with high-value content, products, partnerships and experiences, notably through its community programs such as Marketing Vanguard. Recommended videos
Forrester Research reported stabilising core business performance in Q2 2026, with client count increasing despite a 3% decline in Contract Value (CV) and flat wallet retention. Non-CV business fell 15% due to market uncertainty and the company's strategic exit from strategy consulting. Events revenue dropped 17% as the firm shifted to smaller, more intimate forums. Forrester AI usage surged 69% year-over-year, becoming the dominant research interaction method. Management maintained full-year 2026 guidance, expecting CV growth to return by year-end. The strategy consulting exit will complete by end-2026, allowing sales teams to focus on CV expansion. The company plans to accelerate its stock repurchase programme in the second half, utilising over $76 million in remaining authorisation. Capital expenditures of $18.2 million primarily funded the Cambridge headquarters buildout.