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IME, rough order to make hires in: VPM: $0.2m ARR VPS: $1-$1.5m ARR VPCS: $2m ARR VPP: $3m-$4m ARR VPE: $5m-$6m ARR CFO: $10m ARR COO: $20m ARR. He’d found several good First VP candidates, in particular, a strong first head of marketing and a strong first head of product. He asked which to hire first.
What does it mean to be a CTO for a startup? Should a startup CTO spend their time programming? The role of a CTO varies as the company matures. Here’s a graphic from Socal CTO that illustrates the roles as they change over time: In its earliest days, a startup’s top need is often to produce a product.
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. Check who they hired.
Dear SaaStr: What Makes a Bad CTO? While there is no legal definition for CTO or bright line between CTO and VPE, I’d suggest a start-up CTO really only has to do a few things — which are very hard: Assemble a small team (3–9) of very good engineers. A “bad” CTO doesn’t care about growing very, very quickly.
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. You’ll need more than 5–6 core engineers to go big. She can be your CTO forever.
You really need a great CTO, not just a good business team. A mediocre tech team, a part-timeCTO, or even just a decent CTO just doesn’t get you there. Wait until you find a great partner here. If you can’t do the time, don’t do the startup. If you can’t do the time, don’t do the startup.
Is usually not really a VP of Sales. I don’t know about you, but I’ve had to recruit a lot of types of folks over the years where my domain knowledge was limited. I’ve had to recruit Ph.Ds. Front-end, mid-end, back-end engineers of all sorts and types. Just pass here, nine times out of ten at least.
Lately I’ve been working with 5+ SaaS companies all hiring their first VP of Product. And critically, most have a really strong CEO-CTO partnership. That means often it’s not entirely clear who the first VP of Product should report to. I just see this time and time again. This is also a truism.
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 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. These are all full-time jobs by $1m ARR.
The first type is the kind of management team hired by second+ time founders. Often folks they convince to once again be a VP of Eng or VP of Sales. But most of us are first-time founders, or close to it. And if you are, you are going to naturally start off hiring up-and-comers to your first leadership team.
An organization that has come together voluntarily to take on a mission, at least in part. They’ll revolt when you make a senior or mid-level hire that as a group, they simply cannot suffer one day longer. The three times it happened to me: A very senior engineer that we just HAD to have. Something organic.
And if your team knows how to spend it, correctly — find a way to get them the capital they need to grow even faster than plan. And importantly, you need to spend more time with your existing customers (vs. But even if you’ve hired the world’s best VP of Sales … you can’t opt out of sales entirely.
We then had our own mini rocketship, hitting challenges and being acquired, and then being part of an IPO. But I got to part of the management team and make mistakes, and work cross-functionally with the other leaders and managers. But I started to learn what it took to recruit, inspire, and yes fail a team. I’m still learning.
But what they don’t have is a good enough founding team: Sometimes, if the prospective founder isn’t super technical, then the CTO/VPE isn’t really great. They’ve got a rent-a-CTO. But great teams find great markets, so that doesn’t really matter}. At least an acqui-hire. Whatever.
And he made an observation to me that I’d been thinking about for a very long time, but didn’t know how to express. And for the most part, these were incredibly stressful times, when I was very underpaid, overworked, and worked to the bone. Not just being part of something great — but, Being Great.
No one has time to have coffee with all of those folks. 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. They know sales processes, objections, and timings, so they bring in a few deals in the pipe to close faster. Hiring someone too junior.
It means reducing choices amongst engineering teams and standardizing technology, so our team can spend as much time as possible delivering value to customers. Rich Archbold , Senior Director of Engineering, has been at the forefront of codifying and scaling this philosophy over the past few years.
As part of the run up to 2021 SaaStr Annual in the SF Bay Area Sep 27-29 , we’re taking a look back at some of our favorite classic sessions. (And Co-founder and CTO Dharmesh Shah shared with us how they got there — and the top mistakes they made — just 3 quarters after their IPO. You’ll find out tomorrow.
Anyone who says the developer market is not strong is behind the times. They’re able to actually swipe a credit card, and what starts off similar to a freemium self-serve product can turn into a six-figure contract in just a few months. The contract size grows. What’s Different About Selling to Developers.
Julian Lemoine, Co-Founder, and CTO of Algolia will share his lessons learned on how to stay focused and innovative as you scale while also avoiding the innovation for innovation’s sake pitfalls. Julien Lemoine | Co-founder and CTO @Algolia. So I’m Julien, Co-founder and CTO of Algolia. Want to see more content like this?
On day one as Reddit’s new VP of Engineering, Nick Caldwell faced a dilemma. He had just spent 13 years at Microsoft, most recently as the head of 300 engineers. At Reddit, he led a team of 35 – none of whom knew how to manage other engineers. Short on time? Nick Caldwell: I’m VP of engineering at Reddit.
Pricing is an incredibly important part of any SaaS product’s go-to-market strategy. At Hired, we started out with a transactional model that was—at the time—a super disruptive approach and one of our key differentiators. At Hired , we help top R&D, engineering, and tech talent find jobs they love.
They wanted real-time results. And so we actually had to make some major adjustments and look for an alternative way to deliver the software which clearly meant that we needed to move to the cloud full-time. Traditionally we’ve been around since 2005 and traditionally have been a software on-prem business. How can you automate?
Secondarily, I had a chance to chat with [CTO Jamie Tischart ] even before he joined the company. Being a part of those journeys is the number one driver for why I stay in management. It’sone of the reasons people enjoy working with me;that they know I’m going to give them a good, honest conversation at all times.
Every time I see a CRO that doesn't sell themselves, they fail. Every time I see a CTO that doesn't code themselves, they fail. Every time I see a CMO that doesn't market themselves, they fail. We’ve spend the most time on hiring a great first VP of Sales, but all the VPs are super important.
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