Working with the Salesforce Account Team

Working with the Salesforce Account Team

This article provides effective guidance on collaborating with your Salesforce account team during negotiations and ongoing account management. It explains why this is crucial for enterprise IT, procurement, and finance leaders.

We cover how a collaborative yet strategic relationship with Salesforce representatives can lead to better pricing, terms, and support outcomes.

It’s essential to understand the account team’s roles, tactics, and incentives so you can engage with them on your terms and drive a mutually beneficial partnership.

Understanding the Salesforce Account Team Structure

Insight:

Salesforce typically assigns a dedicated Account Executive (AE) (or multiple AEs for large global accounts) to manage your relationship.

For the largest customers, a Global Account Director may also oversee worldwide coordination. These representatives are supported by specialists, including solution engineers (technical pre-sales) and customer success managers (post-sales adoption).

However, remember that your friendly AE has revenue targets and limited discount authority, which is a Salesforce “deal desk” or management approval process for non-standard terms. Not knowing who is responsible for what (and who ultimately approves your deal) is risky.

Real-World Scenario:

Imagine a Fortune 500 company negotiating a renewal. The enterprise procurement team assumes their AE can make all decisions, only to find every request for better pricing is met with “I need to check with my team.”

In reality, the AE is relaying messages to an internal pricing committee.

In another case, a global client had multiple Salesforce salespeople approaching different regional offices with separate pitches because there wasn’t a single global point of contact, resulting in confusion and inconsistent quotes.

Practical Takeaway:

Map out your Salesforce account team. Identify the AE, any regional reps, and their management chain. Don’t hesitate to ask who else might be involved in approving discounts or special terms.

If you’re a large account, request a coordinated global account manager so you aren’t negotiating piecemeal in each division.

Knowing the roles and internal dynamics helps you direct communication strategically for example, escalating a significant request (such as a pricing concession) to the AE’s manager or Salesforce’s “business desk” through the representative when appropriate. By understanding the hierarchy, you can ensure you’re engaging the right people at the right time.

Balancing Collaboration with Strategy

Insight:

Building a positive and collaborative relationship with your Salesforce account team can lead to increased support and goodwill.

At the same time, you must remain strategic and vendor-neutral – your goal is to get the best outcome for your enterprise, not to please the salesperson.

What’s at risk is falling into an overly adversarial stance (which may alienate the account team and limit information flow), or the opposite: trusting the rep completely and oversharing your budget or plans (which Salesforce could exploit to upsell you more products). The sweet spot is a professional partnership with clear boundaries.

Real-World Scenario:

Company A treats its Salesforce rep as a trusted advisor, sharing detailed five-year expansion plans. The AE, eager to capitalize, immediately identifies opportunities to sell additional licenses and products far ahead of the customer’s actual needs.

Company B, on the other hand, views the Salesforce team with suspicion and only talks to them at contract renewals.

Because there’s no ongoing dialogue, Company B misses early warnings about feature changes and finds itself rushed two weeks before renewal with no leverage. Neither extreme is ideal.

Practical Takeaway:

Approach your Salesforce account team as you would a Gartner analyst or a business partner: open to insights but always verifying and aligning with your interests. Maintain regular communication (like quarterly business reviews) to discuss value and challenges – this keeps the relationship warm and gives you early visibility into Salesforce’s roadmap or upcoming offers.

However, be judicious with information sharing: communicate your business objectives and high-level plans, but avoid volunteering exact budgets or absolute “must-have” features too early.

A collaborative tone (e.g,. “We’re looking to grow usage if the cost aligns”) can encourage the account team to work with you on creative solutions, but always sanity-check their recommendations against independent analysis. In short, be friendly and professional, but keep your negotiation strategy in reserve.

Recognizing Sales Tactics and Pressure Plays

Insight:

Salesforce’s sales teams are trained in sophisticated negotiation tactics and high-pressure sales maneuvers – and they use them because they often work.

Common patterns include end-of-quarter or end-of-year discount deadlines (“This offer expires if not signed by Friday”), emotional appeals (“I’ve pushed as far as I can, my management won’t budge further”), and the classic good cop/bad cop between the AE and their unseen “approver.”

These tactics create a sense of urgency and empathy that can cloud a buyer’s judgment, potentially leading to a rushed decision.

The risk here is making concessions or hurried decisions under pressure that you wouldn’t make with a cooler head.

Real-World Scenario:

An enterprise is negotiating a large deal in late January, just before Salesforce’s fiscal year-end. The Salesforce AE suddenly offers an extra 10% discount – but only if the customer signs within 48 hours to help the rep hit their quota.

Feeling the time crunch, the customer skips fully reviewing some contract terms and signs, only to later discover a costly renewal price uplift clause they missed.

In another scenario, a procurement lead continues to hear from the AE, “I’ve never given any client a discount this high; I’m fighting for you,” implying that the buyer should be grateful and not push further.

This emotional positioning makes the buyer feel guilty about asking for more, even though, in truth, higher discounts have been achieved for similar deals.

Practical Takeaway:

Recognize these pressure plays for what they are – standard sales tactics – and don’t let them derail your strategy.

Time-limited discounts are usually tied to the vendor’s targets; if a quarter or fiscal year is ending, Salesforce is highly motivated to close, which is your leverage (they might do even more if you hold firm). Always focus on facts and data during negotiations: your usage levels, market benchmarks, and what was promised.

If an offer is “only good until Friday,” ask yourself whose deadline that is. Stay polite but firm: “We understand your timeline, but we need to ensure the terms are right.” Also, use the tactic back on them – for example, “Our executive approval also has timelines; we need that extra 5% to get this through.”

By keeping negotiations fact-based and not getting swept up in Salesforce’s urgency or flattery, you can stick to the deal parameters that work for you.

Remember, the Salesforce rep’s job is to close the deal, not to give you free money – any last-minute generosity usually has strings attached. Evaluate calmly, and never be afraid to pause the discussion to review details, even if the clock is ticking.

Avoiding the “Divide and Conquer” Trap

Insight:

One of Salesforce’s most effective tactics with large enterprises is “divide and conquer.” The account team will engage multiple stakeholders across your organization – often bypassing procurement – to build relationships and find additional pain points or wishes.

They might talk to your Sales VP, Marketing VP, CIO, end-users, or even your CEO, each conversation painting a rosy picture of what more Salesforce products could do.

The insight for them: gather as much information (and internal support) as possible. The risk for you: if your internal team isn’t aligned, Salesforce can create an echo chamber of demand that pressures you to buy more than you planned, on Salesforce’s timeline.

Real-World Scenario:

As a renewal approaches, the Salesforce account team hosts an executive lunch with your CEO, showcasing a vision of a fully integrated Salesforce platform that enables unprecedented growth.

Meanwhile, another Salesforce rep meets your VP of Sales, who expresses frustration with adoption and is enticed by premium training and extra features. Separately, a Salesforce customer success manager discusses some of your department heads’ wish lists with them.

Soon, your CEO will ask, “Are we scaling Salesforce fast enough?” Your sales leadership will be excited about new add-ons, and your CFO will be hearing from Salesforce about creative financing options to expand the contract.

All of this happens before procurement or IT is even aware of it. Suddenly, internally, you have conflicting messages – some executives want to go “all-in” on Salesforce’s vision, while IT knows there are integration challenges and budget constraints.

Salesforce has essentially orchestrated an internal push that puts the negotiating team on the defensive, facing pressure from their colleagues.

Practical Takeaway:

Internal alignment is your best defense. Before engaging in negotiations, gather key stakeholders (including IT, procurement, finance, and business leaders who use Salesforce) and agree on your objectives and boundaries.

Develop your own multi-year Salesforce roadmap – what you need, by when – so that any grand ideas pitched by Salesforce can be measured against this plan. It’s fine to let the Salesforce account team meet various stakeholders (they will do so anyway), but ensure everyone internally knows to avoid making commitments or revealing strategic decisions without involving the core negotiation team.

Establish a rule that any pricing or product discussions funnel back to a central lead (often procurement or a dedicated Salesforce governance committee). If a Salesforce executive offers your CEO courtside tickets to a game or a fancy dinner, treat it as relationship-building, not a strategy session – and debrief afterward. By presenting a united front, you prevent Salesforce from exploiting any divides.

In practice, this means regularly sharing internally what Salesforce is asking or proposing, so you can speak with one voice. When Salesforce sees a well-aligned customer team, they’ll realize the usual divide-and-conquer playbook won’t work, and you’ll negotiate from a stronger position.

Leveraging the Account Team to Your Advantage

Insight:

It’s not all about defense – a savvy enterprise can turn the Salesforce account team into an asset. Remember, Salesforce reps want a successful customer (because success usually means expansion and good references).

A collaborative approach can unlock value-added services and advocacy from the account team that purely transactional buyers might miss.

For example, your account team can help escalate support issues, arrange executive sponsorship, provide roadmap previews, or offer training and consulting credits – but typically only if you request or indicate that these items are important to sealing a deal. The key insight is that, beyond selling, your Salesforce team can facilitate internal processes on your behalf when interests align.

Real-World Scenario:

A global manufacturer negotiating an upgrade pushes beyond price, asking the Salesforce AE to also secure enhanced support and some free enablement services.

The AE, eager to close a multi-million-dollar deal, secures approval to include a year of Premier Support and $ 100,000 worth of training at no extra cost. This concession came only because the customer knew to request it.

In another case, when a critical system issue arose, the enterprise’s CIO called the Salesforce global account director. Thanks to a strong relationship, Salesforce flew out a specialist team to resolve the problem within days, minimizing downtime.

Contrast this with a company that never engaged beyond signing the contract. When they hit a major adoption roadblock, their issues languished in standard support channels because no one on the account team was personally invested.

Practical Takeaway:

Don’t shy away from asking for extras that drive value for your organization.

If Salesforce touts “partnership,” hold them to it by negotiating tangible benefits: e.g., executive sponsor attention (a Salesforce executive who checks in on your success), additional training or sandboxes, early insights into new features, or even funding for pilot programs.

These can often be gained at low cost to Salesforce but high value to you. Also, leverage the account team’s internal clout: if you’re facing an issue (like needing a flexible payment schedule or a one-time exception on a contract term), your AE can champion your case internally.

Of course, get everything in writing – if the rep promises, “We’ll include 50 hours of free consulting,” have that written into the order form or an email at a minimum.

By viewing the account team as allies (albeit ones with sales targets), you can extract more value from the relationship.

In negotiations, sometimes a “no-go” on price can be offset by saying, “Alright, if you can’t move further on cost, what else can you do for us?”

Often, they will find something to sweeten the deal. Ultimately, a well-engaged account team should act as your advocate inside Salesforce – but you must equip and incentivize them to do so by making clear what non-monetary things are important to your success.

Understanding Salesforce’s Pricing Models and Cost Drivers

Insight:

A critical part of working with the account team is speaking their language when it comes to pricing. Salesforce’s product catalog spans many clouds (Sales Cloud, Service Cloud, Marketing Cloud, Tableau analytics, Slack, and more), each with its pricing model and cost drivers.

If you understand what drives the cost of each product, you can better negotiate and avoid unexpected expenses. The account team might sometimes gloss over these details or bundle things in an opaque manner.

By breaking down the cost drivers per cloud, you gain clarity to challenge or optimize the deal structure. The risk of not doing so? You could agree to a deal that seems fine on a per-unit basis but later balloons in cost due to usage growth or skewed bundle discounts.

Real-World Scenario:

An enterprise marketing team enthusiastically adopts Salesforce Marketing Cloud without fully realizing the number of consumer contact records it prices. The initial quote for 500,000 contacts seemed reasonable, so they agreed to sign.

A year later, their database had grown to 1.5 million contacts, and they faced a substantial true-up cost, with Salesforce charging significantly for the overage. The account team, of course, is happy to upsell a higher tier, but the customer could have negotiated a better tiered pricing upfront had they known.

In another case, a company was sold a “bundle” including Sales Cloud and Tableau. The combined discount looked great on paper, but later they discovered that Salesforce had deeply discounted Sales Cloud (a product the customer was going to renew anyway), while offering almost no discount on Tableau. The customer overpaid for Tableau compared to market rates, hidden by the bundle’s presentation.

Practical Takeaway:

Conduct thorough research on pricing metrics. When your Salesforce rep proposes an expansion, break it into components and discuss each one. Insist on itemized pricing – don’t accept only a blended bundle price.

This allows you to evaluate whether a particular product’s cost is fair. You should also be aware of how usage can grow: for any cloud that has usage-based pricing, negotiate how overages or growth will be priced.

For example, if you’re buying Marketing Cloud contacts, negotiate volume tier discounts or caps on price increases for additional contacts.

If you’re adding a new product like Tableau, ask your account team if there are alternative license models (e.g., usage-based or trial licenses) that better fit your consumption pattern.

To illustrate, here’s a comparison of cost drivers for three key Salesforce offerings:

Table: Salesforce product examples and what drives their cost. Knowing these helps you engage your AE on the right issues (e.g., negotiating a higher contact count tier in Marketing Cloud upfront if you expect growth, or mixing license types in Tableau to optimize spend).

With this understanding, you can have more grounded conversations with the account team. For instance, if the AE proposes a new cloud, you can ask, “Is this priced per user or usage? What happens if our usage doubles?”

Often, the account team can find creative solutions (like a temporary cap or a custom bundle) once they see you grasp the model.

The bottom line is: knowledge is power. By understanding Salesforce’s pricing structure, you prevent miscommunication and ensure the deal structure truly fits your needs, not just Salesforce’s sales play.

Ongoing Account Management and Governance

Insight: Working effectively with the Salesforce account team isn’t just a negotiation event – it’s an ongoing discipline throughout the contract life cycle.

After the ink is dry on the contract, the relationship continues through account management.

Without active management, you risk a “set and forget” mode, where the account team only shows up to sell you more, and you might miss opportunities to optimize or address issues proactively.

A strategic governance approach turns your Salesforce relationship into a continuously managed asset, with the account team engaged but on your agenda (not only theirs).

Real-World Scenario:

An enterprise signs a three-year Salesforce agreement and then largely ignores the account until renewal time.

In the meantime, various departments made ad-hoc requests directly to the AE for a few extra licenses here and there, which the AE gladly facilitated via small add-on orders (often at higher rates and with separate end dates).

Come renewal, the customer finds a tangle of different contract end dates and higher costs on those scattershot additions. The account team, of course, had no incentive to rationalize this since the client wasn’t coordinating centrally.

Contrast this with another company that established a governance committee for Salesforce. They held quarterly meetings with the Salesforce customer success manager and AE to review license usage, user adoption, and any new needs.

When a department needed more licenses mid-term, the request went through a centralized team that negotiated the add-ons to coincide with the main agreement and maintained consistent discounts.

By the next renewal, this company faced no surprises: they knew their utilization, had a unified renewal date, and had built a reputation with Salesforce as a well-organized customer.

The account team knew that any upsell had to go through due process, which led them to present more thoughtful, ROI-based pitches rather than random sales pushes.

Practical Takeaway:

Treat your Salesforce relationship as an ongoing program, not a one-time transaction.

This means:

• Establish internal owner(s) for the Salesforce vendor relationship, such as a CRM platform manager and a procurement manager, who regularly interface with the account team. Make it clear to Salesforce who your authorized points of contact are for commercial or strategic discussions.
• Implement a cadence (monthly or quarterly check-ins) with the account team. Use these meetings to review value: Are you using what you bought? Any product issues? Upcoming needs? This keeps Salesforce accountable for helping with adoption, not just selling. It also gives you advance notice of any new products or promotions without the pressure to decide on the spot.
• Control changes: Have a process for evaluating any mid-term additions or changes. For example, if a business unit requests 50 more licenses from the AE, your process should route that through central approval. The account team should be aware that you require an official quote and possibly a business justification before purchasing more. This governance prevents rogue spending and also signals to Salesforce that they must present a solid case for upsells.
• Document everything: Keep a record of all communications, proposals, and any promises made. People change roles frequently at Salesforce; if your beloved AE gets promoted or moves on, you want to seamlessly bring the new rep up to speed on what’s been agreed or discussed. Keeping a “vendor file” on Salesforce with copies of contract amendments, emails on special terms, and QBR notes can be a lifesaver. It also means you don’t have to start from scratch each time a new account team member comes along.

By actively managing the relationship, you turn the Salesforce account team’s focus toward customer success (your success) as much as new sales. You’ll be seen as a savvy customer – the kind that asks tough questions and expects follow-through.

Over time, this dynamic tends to improve the quality of the account team’s engagement with you. They know they can’t rely on end-of-quarter blitzes alone, so they’ll work more collaboratively throughout.

In the end, ongoing vendor management ensures you get maximum value from Salesforce and face negotiations with far less fire-drill panic because you’ve been in the driver’s seat all along.

Recommendations (Expert Tips for Negotiating with Salesforce)

• Establish a Single Negotiation Owner: Designate one lead (or a core team) to interface with the Salesforce account team. This centralizes communication and prevents Salesforce from getting different answers from different parts of your organization.
• Leverage Salesforce’s Timeline: Plan your negotiation around Salesforce’s quarter and fiscal year deadlines. You’re likely to get the best offers in Q4 (before Jan 31) or end of quarter – but use that to your advantage. Don’t rush on their first offer; let them know you have internal approval processes that run on your schedule too.
• Benchmark and Validate Pricing: Never take the account team’s word that “this is the best deal.” Use industry benchmarks or consult with peers to determine what discount percentages and terms similar companies have achieved. If you have data, politely let the AE know you’re informed – it encourages them to sharpen their pencil.
• Ask for Contractual Protections Upfront: Negotiate critical terms in writing, not as verbal assurances. For example, if you’re making a big three-year commitment, insist on a price increase cap at renewal or the right to reduce licenses at renewal if usage drops. Your AE can’t grant these alone, but if you raise them early, they can seek approvals.
• Keep Emotions Out of It: Salesforce reps can be charming or stressful, but successful enterprise negotiators stay level-headed. If the conversation gets heated or personal, pause and reset. Stick to business objectives and facts – this maintains respect on both sides and often yields better results.
• Use “What-If” Scenarios: Engage the account team in problem-solving. For example, “What if we also consider adding Product X next year – how would that impact pricing now?” This signals openness to a larger relationship while pressing them to show flexibility. It can unlock creative solutions or extra discounts if you frame it as a partnership exercise.
• Don’t Reveal Your Final Decision-Makers Too Soon: Salesforce will eagerly seek access to your C-suite. In negotiations, keep the circle small until you need executive involvement. When you do bring in a senior exec (e.g., your CFO telling Salesforce “We need this under $Y”), use it as a calculated move to push the deal over the finish line.
• Secure Value-Adds (Not Just Low Price): Sometimes Salesforce won’t budge further on price. Have a list of other requests ready, such as improved support SLAs, free additional sandbox organizations for development, training credits, or advisory services. The account team might have discretion to include these to win your business, even if the dollar discount has hit a ceiling.
• Maintain a Plan B: As an enterprise, completely walking away from Salesforce may not be realistic, but always explore alternatives for leverage. Whether it’s evaluating a competing product for a specific functionality or creating an internal option to delay a purchase, let the account team see that you have options and won’t bow to pressure.
• Celebrate Wins and Stay Professional: After a tough negotiation, acknowledge the account team’s efforts as well. A positive relationship (even if you pushed hard) sets a good tone for the future. Salesforce is more likely to go the extra mile for a customer who negotiates firmly and fairly, without burning bridges.

Checklist: 5 Actions to Take with Your Account Team

1. Map Your Salesforce Contacts: List everyone on the Salesforce account team for your company, including Account Executive(s), any overlay specialists, Customer Success Manager, and their managers, if known. Introduce yourself as the primary contact (or part of the core team) so they know who to loop in for key discussions.
2. Internally Align on Goals: Convene a meeting with IT, procurement, finance, and major business stakeholders to agree on what your company needs from Salesforce in the next 1-3 years. Document your “must-haves” and “nice-to-haves” for the upcoming negotiation or renewal. This internal consensus will serve as your guiding principle and help you navigate any attempts to divide and conquer.
3. Gather Data and Benchmarks: Pull a report of your current Salesforce usage and spending. Note license counts, utilization rates, and any unused subscriptions. Also, gather any benchmarks – for example, previous discount levels you obtained, or market references – to ground your negotiation targets. Having this info at your fingertips lets you push back on any “this is our standard pricing” claims.
4. Engage in a QBR (Quarterly Business Review): If you don’t already have regular check-ins, schedule a QBR with your Salesforce account team. Use the first one to review how the current deployment is going and subtly set expectations that you will be evaluating value for money. Signal that you’re preparing early for any upcoming renewal. This puts Salesforce on notice that you are proactive and expect their help in making the case for ROI.
5. Set Negotiation Timeline and Milestones: Working back from your contract end date (or purchase deadline), set internal deadlines. For example: “By 6 months out, we will communicate our intent and key requirements to Salesforce. By 3 months out, we expect a first proposal. Finalize terms 1 month out.” Share a high-level version of this timeline with the AE. This keeps everyone accountable and prevents last-minute crunches. It also shows the account team that you are organized – they will often respond by treating your deal with more car,e knowing you won’t leave things to the eleventh hour.

FAQs

Q1: When is the best time to negotiate with the Salesforce account team?
A: The ideal time to start is at least 6-12 months before your renewal or purchase deadline. This gives you time to align internally and doesn’t put you at the mercy of Salesforce’s timeline. That said, Salesforce tends to be most flexible near the end of their fiscal year (which is January 31) or the end of the quarter when they are eager to close deals for quota. Engaging early lets you take advantage of those periods without rushing your own decision. In short, start early, but plan to press hardest as their deadlines approach – while ensuring you’ve done your homework in advance.

Q2: Our Account Executive keeps changing – how do we manage the relationship?
A: Salesforce is known for sales rep turnover and territory shuffles. If your AE changes, don’t panic. Maintain a relationship “file”: immediately set up an introduction call with the new rep and brief them on your account’s history, your key concerns, and past commitments. Provide them with a summary of what was in the last deal and any outstanding issues (in writing if possible). Also, establish contact with their manager and the customer success manager to ensure continuity. By proactively onboarding the new AE to your way of working (e.g., “We do quarterly check-ins, and we value long-term planning over one-off sales pitches”), you set the tone. Remember, the power of your enterprise business (and revenue) often means the new AE will be eager to please – use that window to reinforce your expectations.

Q3: Should we share our budget or target price with the Salesforce account team?
A: It’s usually not wise to reveal your exact budget or bottom-line number early on. If Salesforce knows your budget ceiling, they will almost certainly price to that number. Instead, focus conversations on your requirements and the value you expect. For instance, say “We need a solution for 500 users with X, Y, Z capabilities, and it has to deliver a strong ROI for us” rather than “We have $500k set aside.” However, at later stages, if you truly have a hard cap or competing bid, you can signal that as part of final negotiations (e.g., “We cannot go above $X – that’s our internal limit”). Even then, try to frame it in terms of value and constraints (“We have other priorities and $X is the most that finance will approve for this project”). In summary, guard your budget info closely; use it as a final lever, not a starting point.

Q4: How can we ensure we’re getting a fair discount from Salesforce?
A: The term “fair” is relative, but there are ways to gain confidence. First, do your research: if you work with a sourcing advisor or have industry contacts, find out typical discount ranges for your size deal. Salesforce won’t publish this, so external data is key. Second, ask Salesforce for a multi-year view: sometimes they’ll concede better pricing if you commit for longer or expand scope. You can also gently let the AE know you’re exploring alternatives or at least evaluating how to optimize licenses – signaling that you won’t blindly renew everything. Finally, don’t be afraid to ask the AE directly: “Is this the best you can do? How can we get to a better price point – should we involve your leadership in the discussion?” Often, pressing in this way prompts them to reconsider and come up with a sweeter offer, especially if they sense the deal might slip away. A fair deal is usually one where both sides feel a bit of compromise – ensure you’ve pushed on all levers (price, volume, term, bundle) before closing.

Q5: Salesforce wants us to sign an Enterprise License Agreement (ELA) – should we?
A: An Enterprise License Agreement (or a unified contract for many products) can be beneficial if it aligns with your strategy – but be cautious. The upside is simplification: one negotiation, potentially better overall discounts, and standardized terms across all Salesforce products you use. Salesforce often pitches it as a “strategic partnership” move. However, the downside is you might commit to more than you need, or lose flexibility. Before saying yes, evaluate your 3-5 year roadmap: do you foresee using all the clouds or volumes included in the ELA? Make sure the ELA isn’t just bundling shelfware for the sake of a nominal discount. Also, scrutinize ELA terms for aspects such as annual true-up processes or the inability to scale down. If your growth projections and Salesforce’s ELA proposal match well, it can lock in pricing and simplify management, which is great. If not, you might be better off negotiating individual contracts for each need. In short, don’t be swayed just by the “enterprise” label – assess it like any other deal: does it reduce your cost and risk, and fit your needs? If yes, negotiate the ELA hard (it’s a big commitment, so you have leverage). If not, it’s okay to say you prefer flexibility and maybe revisit an ELA later.

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