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Perhaps the single most important thing you can ever do in SaaS, at least after $1m in ARR or so, is hire the best VPs you can. We’ve talked a lot over the years about how not to hire a wrong VP of Sales — 70%+ of the first VPs of Sales don’t make it even 10 months. You need to hire up-and-comers.
IME, rough order to make hires in: VPM: $0.2m He asked which to hire first. If you have a few nickels in the bank, and you somehow find a great VP a half stage or even full stage early, just hire her. Hiring is so hard as it is. And set you up for a ton more success, earlier. Make the hire now.
In SaaS, it is recruiting your VPs and management team : SaaS products mostly don’t sell themselves. You can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales. 95% of the time, your super-smart hacker co-founder is not that person. She can be your CTO forever.
Including: CEO Snowflake CEO HubSpot CEO DropBox CEO Descript CEO Clio CEO Flock Safety CEO Own CRO ServiceTitan CMO Databricks CMO Infinite Reality CTO Rubrik CCO Canva CCO Bill CCO GitHub VP AI Wiz CEO Calendly and 100s more!! Investor Connections and Funding Opportunities — And $5m AI VC Pitch Stage!!
In SaaS, once you have even a few million in ARR, the #1 challenge is recruiting top-tier VPs and building a truly top-tier management team: SaaS products mostly don’t sell themselves. You can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales. She can be your CTO forever.
I hear again and again from SaaS founders growing to $5m, $10m ARR or even more that they don’t need a certain VP — with the exception of a VP of Sales. That they can get away without no one in the role, or a just a junior person in marketing, in product, in success, in biz dev, etc. Hire not just 1-2 reps, but 10.
I thought it would be worth drilling down deeper into each of them, and sharing the learnings and mistakes: 1/ Spending less time fixing things, more timerecruiting senior folks to own them. No one spends enough timerecruiting as it is, after $1m ARR or so. Yes, you can manage the sales team yourself.
Startups come in all shapes and sizes on various stages of a timeline, yet it’s not surprising how many have the same questions and concerns about how to scale from x to y to z, the right time to hire and fire, and how to keep a team motivated during hard times. Q: Where Should SDRs Report — Marketing or Sales?
Many teams got to come together and meet each other in person for the first time. Founders were able to recruit on-site. So we took our learnings from our first successful outdoor event and brought back SaaStr Europa in 2022. Teams saw on another in-person instead of behind a screen for the first time.
2 “Give the VP of Sales more time.” You can’t always expect a great VP of Sales to double sales in 30-60-90 days. But you have to see progress in one sales cycle. If, in one sales cycle, things aren’t improving on several core metrics, they never will. The best VPs of Sales hit the ground running.
Before hiring, assess your current needs and hire as your company grows. CustomerSuccessManager: This person is responsible for customer relationships and experience as well as acting as the voice of the customer. In large companies, the CSM also oversees other customersuccess roles.
Today on the show, we’ve got Vishal Sunak, CEO and co-founder of LinkSquares, a company that applies AI to your contract. Subscribe to the Sales Hacker Podcast. Keys to success when scaling a company [10:56]. Keep the promise of sales enablement and keep your team doing what they do best, which is winning.
If you missed episode 130, check it out here: Turning Junior-level Talent into Top Sales Professionals with Eddie Baez. Subscribe to the Sales Hacker Podcast. Sales enablement is easy. Oh, and do all of this with less time. More sales meetings, more money. More sales meetings, more money. We’re on iTunes.
You want to start thinking about customersuccess and that’s not just support. I think it’s more around a consciousness of what you know, or what you may not know, and then hiring around it to become successful. It’s known that you can probably sell those first couple of contracts.
While there are many tactical elements to consider, the most successful pricing strategies are built on a strong, almost philosophical foundation: that your pricing needs to be a win-win that works for both your customers and your company. I’ve had roles in almost every function from sales to product to customersuccess.
They decided to ask their previous clients whether they also find recruitment and scheduling customer interviews a problem they face in their research, and if more than 50% say yes, to proceed with their idea. You learn your customers’ language. I recommend you film or take voice recordings during your customer interviews.
They decided to ask their previous clients whether they also find recruitment and scheduling customer interviews a problem they face in their research, and if more than 50% say yes, to proceed with their idea. You learn your customers’ language. I recommend you film or take voice recordings during your customer interviews.
What makes a chief product officer (CPO) different from a CTO or a VP in the product department. The compelling need to empower customers more than ever has led to organisations build and respond with specialists. A CTO is one who investigates the product development aspect. A CPO is one who makes all the ‘product’ decisions.
And I thank a lot of that to actually Met Gourniak, who I hired at that time. And the wave we’re riding at G2, the wave we’re all riding here at Saster is this fourth industrial revolution which really means everything in business is being automated and companies rather than hiring people they are now automating everything.
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