In sales it's all self evident really. Look around you, you will see people that have survived the RIF action YOY. Survival is not always down their capability...it's about several things and they have got it down to an art.
Firstly, make sure you are responsible for the blue chip accounts in other words, high value, high visibility. This may sound like you put yourself in the firing line but common sense would say the high value accounts usually have a high usage of the Teradata product and therefore low risk unless you are that incompetent that you just let the account erode.
Secondly, read the situation on the other accounts around you, identify those that have large renewals and or large Managed Services deals upcoming and position yourself onto these.
Thirdly, when things do start to decline, stagnate or there is no more visible growth, position yourself to get involved on the 'next blue chip' client and palm the other ones off to someone else on the basis you can not do justice to all the accounts you have. Shield yourself by putting your colleague in the firing line.
In order for this to play out, you need a manager and leadership that lacks the ability to read your game and allows you to persistently do this. They lack the ability to recognise the pattern of behaviour and therefore the expected outcomes. You then market yourself as 'best in class' and therefore indispensable.
If it all look like it is going to come falling down because you have run out of account options, you can delay the inevitable by getting signed off on long term sick. We all are aware that Teradata very rarely RIFs employees whilst they are on sick leave. Earn the extra pay for a few more months and then as severance package on your return.