This document discusses the challenges faced by a small startup company trying to hire successful salespeople to sell their complex, high-priced technology solution. It notes that while the company interviewed and hired candidates that seemed well-qualified on paper, they ultimately failed to make sales. The document argues that traditional candidate screening and interview processes are insufficient, and instead proposes an interview technique focused on discovering whether candidates have the core capabilities needed to identify decision-makers, understand their needs, and make the case for how the company's solution provides value. These capabilities are more important than traditional strengths and weaknesses or academic/work backgrounds. The document suggests looking for candidates with a track record of initiating connections and closing large deals through their own motivated efforts.