Fullstory's new VP of Enterprise & Strategic Sales, EMEA and his advice to what it takes to win in Enterprise

James McLeod recently joined the Salesforce Venture backed behavioural analytics organisation Fullstory as their new VP of Enterprise & Strategic Sales EMEA earlier this q, with the main aim of helping them to continue to win and grow in the enterprise arena across EMEA.

We sat down earlier this month to discuss his move, his learnings, reasons for joining Fullstory and plans for the first 90 days.

A great read for any leader looking to succeed in the enterprise segment!

Q: Can you give us an overview of Fullstory, your role, and why you chose to join the team?

Fullstory is a Atlanta-headquartered, Series D-funded behavioral analytics platform backed by top-tier investors including Permira, Salesforce Ventures, and Google Ventures. Our platform helps companies deeply understand how and why users interact with their digital products, [websites and apps] in order to make smarter, faster decisions across the business. We're exceptionally strong in DTC sectors like Retail, Gaming, Travel, and Hospitality, and we’re now accelerating our expansion across B2B and enterprise markets.

I recently joined Fullstory as VP of Enterprise & Strategic Sales for EMEA. I lead a team of 7 reps, 4 Enterprise and 3 Strategic AE's focused on scaling our presence in large, complex accounts across the region. The opportunity was compelling because every part of the business; from product to marketing to customer success, shares the aspiration to win in enterprise. That kind of alignment is rare, and it was clear even during the interview process that Fullstory was truly committed to the long game.

The company has already landed some significant enterprise and strategic deals across EMEA, demonstrating both strong product-market fit and a readiness to scale. With a multi-product platform and a culture of collaboration, this was simply an opportunity too good to pass up.

Q: What are you looking to achieve in your first 90 days?

My first priority is to build a culture and operating rhythm that truly enables us to win in enterprise. One of the most common mistakes companies make when moving upmarket is simply layering senior reps and bigger targets on top of their commercial motion. Without adjusting mindset, process, and expectations, they end up becoming a more expensive version of what they already were, without unlocking the value of true enterprise selling.

So in the first 90 days, I’m focused on helping the team find the right balance; setting the tone for longer, more strategic sales cycles while ensuring we keep momentum through early wins. Culturally, I want the team to embrace patience and precision, knowing that when we align tightly to strategic business outcomes, we drive more value and increase our chances of winning.

We’re also getting intentional about where and how we reach our enterprise buyers. If traditional outbound methods aren't landing, we need to experiment, whether that’s executive networking, events, or direct engagement at industry conferences. Just last week, one of our reps closed a significant multi-year 6-figure deal sourced directly by flying out to meet a prospect in person at an industry event, and the meeting was only secured on the last day of the conference. That kind of creativity and initiative is exactly what we’ll nurture, backed by the confidence you only get from having a truly remarkable product.

Finally, the good news is that Fullstory is in a strong place. There's no need for sweeping changes. That gives me the space to learn the business, listen to the team, and introduce small, targeted adjustments that compound over time; especially around proactively driving demand, elevating our sales approach, and building tight partnerships with Customer Success to grow our biggest accounts.

Q: What do you foresee as the biggest challenge in your first year as VP?

The biggest challenge will be avoiding the trap of becoming a "senior mid-market team" in disguise. Moving into enterprise requires more than just increasing deal size and headcount. It requires a company-wide shift in mindset, structure, and execution.

The risk is real: businesses make the investment, but without reengineering the sales process, account strategy, and value narrative, they just run the same playbook with more expensive resources. My focus is on ensuring that doesn’t happen.

We need to install the right processes, from account planning to multi-threading to executive engagement, so that we’re not just closing bigger deals, but building deeper, more strategic partnerships. It’s about aligning to enterprise buyer behavior, speaking their language, and solving the problems that matter at the top of the org chart.

This also means building cross-functional patience and belief. Enterprise takes time. To win here, reps need to stay the course, leadership needs to stay aligned, and we must operate as a unified team.

Q: What advice would you give to other Enterprise GTM leaders looking for a new opportunity?

Before stepping into any new enterprise leadership role, ask yourself: Do I have true cross-functional buy-in? Enterprise success doesn’t rest on a single sales leader, it’s a team sport. You can’t succeed without alignment from marketing, product, customer success, and leadership. If you’re being hired to "win the deals yourself," that’s a red flag.

My advice to any GTM leader is to pressure-test the organization's appetite for enterprise. Talk to the people you’ll need in your corner. Do they understand what it takes? Are they aligned on the longer cycles, more complex motions, and deeper levels of investment needed?

Because if the business isn’t truly committed, even the best sales strategy will fall short. But if they are aligned, as Fullstory clearly is, then you’ve got the foundation to build something special.

The opportunity in front of us at Fullstory is huge. We’re bringing a best-in-class product into a segment that’s ready for disruption, with a team that’s aligned on where we’re going and how we’ll get there. Over the coming quarters, my focus will remain clear: proactively drive demand, elevate how we sell by aligning to strategic business outcomes, and partner deeply with Customer Success to expand our largest accounts. With the right culture, mindset, and collaboration, I’m confident we’ll win big.

If you're looking to connect with James for any further advice or career opportunities at FullStory feel free to connect with him on the linkedin connection below