Huntress
Huntress Leadership & Management
Frequently Asked Questions
Managers at Huntress are expected to lead with clarity, coaching, and a steady feedback loop — not surprise reviews or “figure it out” leadership.
At the core is a simple standard: the #1 responsibility of a Huntress manager is to set clear expectations, and “feedback is a right, not a privilege.” That shows up in our Always Aligned 1:1s in Lattice, which we treat as the single source of truth for documenting alignment, performance, and growth. Managers are expected to give consistent feedback at least monthly (and some internal guidance pushes for more frequent, outcomes-based 1:1s).
Day to day, managers are expected to be:
- Coaches who ask questions and help teammates think strategically (instead of just handing down answers).
- Role models who set the “weather” for their team’s habits and values.
- Multipliers who delegate and develop people, measuring success by the team’s results — not just their own output.
When something’s off-track, managers are also expected to address gaps directly and can use an “Escalated 1:1” structure to make feedback extra clear, without a sucker punch later.
At Huntress, leaders and managers communicate goals and expectations in a way that’s meant to feel clear, direct, and ongoing—not like a surprise at review time. The baseline is simple: the #1 responsibility of a Huntress manager is to set expectations, and we treat feedback as “a right, not a privilege.”
Practically, that shows up in our “Always Aligned” 1:1s in Lattice, which we treat as the single source of truth for documenting alignment, performance, and growth. Managers are expected to provide consistent feedback at least monthly (minimum 1x per month per teammate).
We also push for concrete priorities and definitions of success. Managers are coached to share clear monthly priorities and to define what “done” looks like, including success metrics—then use team standups and written channels (like shared docs, Slack, and Lattice 1:1s) to keep progress visible and adjust as needed. When work shifts, we encourage leaders to explicitly connect the “why” by linking projects back to strategic goals and company objectives so teams understand what matters and how their work contributes.
Leaders at Huntress are expected to give you clear direction, then keep connecting the dots so your work stays tied to real outcomes—not shifting priorities and vague guidance. A big part of that is making expectations explicit and easy to revisit: “Always Aligned” 1:1s in Lattice are our single source of truth for documenting alignment, performance, and growth, and managers are expected to provide consistent feedback at least monthly (“feedback is a right, not a privilege”).
On the strategy side, we coach leaders to link day-to-day execution back to company goals. One of the core manager routines is to “link up to strategic goals” by asking what objective a project supports, and then making that “this matters because…” connection clear when delegating work or changing direction. We also push for concrete, measurable priorities—communicating monthly priorities in writing, defining what “done” looks like, and using standups, shared docs, Slack, and 1:1s to keep progress visible and adjust quickly when needed.
I don’t have any external, public statements from Huntress leadership in the materials provided here (the web search results came back empty), so I’m keeping this grounded in our internal leadership and manager-expectations documentation only.
Huntress Employee Perspectives
If you ever have a question for our executives or other leaders throughout the company, you are able to reach out directly or even in a group forum. The goal is that we all see ourselves as ‘all in this together, shoulder to shoulder’ and we are able to tap into the knowledge of the whole rather than just the few.
Tell us about your journey into sales management. What specific roles, networking opportunities and/or projects helped you get to where you are in your career today?
I have always liked helping others, and that was my first step toward sales management. When I was an account executive and peers needed help navigating a deal, I loved to brainstorm with them on how to get it done. During team meetings, I found it valuable to always speak up, ask questions and learn. Over time, my manager started to tap me in when they needed help getting information out or leading an initiative.
As an AE, a lot of times you think solely based on wondering, “How do I get my next big deal or big commission?” My mindset began to shift as I started sharing initiatives and seeing others’ success after helping them. It was less about me and more about what I can do for the greater good of the company. My manager ended up moving on from the company, and the manager role opened. The leadership team promoted me from individual contributor to manager. Helping others and focusing on the bigger picture of the company needs was what got me there.
What advice, skills or best practices do you find most valuable in sales? How do those skills translate into sales management?
Ask a lot of questions — always. Everyone wants and/or needs something. When you work with a prospect or customer, it’s never good to assume what they want or just flood them with a bunch of information before asking questions. Identifying what’s most important to them through questioning and then determining if you may be able to help them will be the most effective use of both parties’ time.
Also, don’t try to fit a square peg into a round hole. If your questions get responses that seem like what you have to offer isn’t going to work, don’t force it. I see so many AEs chase deals that never really had a chance because we weren’t the right fit from the start, but they tried to make it work anyway. That’s a huge waste of both parties’ time. The same skill of questioning applies to sales management. Ask a lot of questions to find out what’s most important to those you serve and lead. It will enable you to help your team as effectively as possible.
What is your top advice for sales professionals interested in breaking into sales management?
Speak up during team meetings, and ideally ask questions. Let your voice be heard. Have you ever been to a team meeting where the host asks if there’s any questions, and there’s crickets? That’s painful for a host or a sales manager that is leading the meeting. When someone does speak up, though, the manager notices. This person is not afraid to get out there, ask questions, grow and learn. Also, show interest in the greater initiatives of the company. Ask yourself where you can help. As a manager you have greater equity and responsibility to the company as a whole. I’d also recommend asking your manager if they need help with anything. It’s a proactive way to show you want to try taking on more responsibility.
