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They hire a VP of Sales who doesn’t want to sell or learn the product. You also don’t want to hire a VP of Sales who won’t carry a bag. If you joined a startup at $2M and wanted to get to $6M with reps doing $400k, that VP of Sales would need to hire ten reps. 90% of the time, sales falls when a founder steps out of it.
Be willing to travel. I’ll never forget about a quarter into selling customers for the first time, we had this deal that was just stalled. We ended up signing that contract in the uber back to the airport on the way home. It was our largest contract to date, kind of helps the other quarter. I had a good sense.
Immediately told them to hire 50 reps in a different city, in a different city, and they did. The CEO was deferential because that was 10 times what he’d ever raised before, and did all of it. Jason Lemkin: 50 reps in a new city that you’ve never met, and hired in 60 days when you’re in the low millions ARR.
of leadership roles. This could be explained by the fact that it was women, more often than men, who had to step down and work part-time to take care of stay-at-home children during the pandemic. I wanted to learn more about what challenges are deterring women from entering leadership career paths in tech.
We were days away from signing a big contract with an AV vendor to rehab the cafe space that we had to put on pause. Ultimately, I want computers to do more of our jobs for us so that my team has more time for meaningful work that requires human thought. It sounds really lame, but probably travel. That’s great advice.
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.
Erica Schultz: Well I actually started in the world of SaaS back in 2005 so about 14 years ago when I was still at Oracle Corporation and it was right after we’d acquired Siebel Systems and I took on a leadership role for what at the time was known as the CRM on demand team. I came back to North America.
He is the chief revenue officer of a company called ADARA, a data cooperative focused on the travel and discretionary spending space, so we’ll dig into that. Obviously COVID has really caused some constraints in travel, and so that requires us to kind of expand the addressable market that we’re approaching.
Jonathan : Travel. That means lots and lots of hiring and I don’t want to say firing, we did fire anyone, but people get reshuffled, you know? We just stayed the course, but we did and do have a recurrent revenue model, we had predictable revenues, we weren’t maybe hiring as fast as we would have otherwise, but we never had to lay off.
Discussed in this Episode: The turnaround story of Cassie’s time at Sailthru and overcoming scaling challenges. The importance of leadership alignment and transparency during times of crisis. Pursuit helps companies hire elite go-to-market talent on a non-retainer basis. Scott Barker: Awesome.
He is a seasoned, multi-stage operator, bringing over two decades of experience in investment banking advisory, public equity investing, high-growth operational and military leadership roles. You are the customer service representative for our CRO, our CTO. Uh, and we’re going through a hiring cycle for a new associate right now.
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