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There’s recruiting and there’s people building. Almost equally to their ability to recruit great people. ” Without a big budget to get the best people, Henry believes part of the ZoomInfo difference has been recruiting good people that he then fostered and developed into great people.
Here’s an uncomfortable truth about SaaS companies: the majority of first-time VPs of Sales don’t make it past 12 months. The 30-Day Evaluation Framework Test #1: Did They Bring in 1-2 Great Sales Reps in the First Month? The 30-Day Evaluation Framework Test #1: Did They Bring in 1-2 Great Sales Reps in the First Month?
Sam Blond, the former CRO at Brex with 15 years in tech sales, took the stage at SaaStr Europa 2024 to share nine easy sales concepts that so many get wrong. Sam got his first job in tech sales as an SDR for Jason Lemkin’s company, EchoSign, which later sold to Adobe and launched his career. They did this right at Brex.
Nothing matters but recruiting and using your personal network. Sam Blond, CSO at Brex explains why recruiting, networking and employee happiness is the key to this playbook on recruiting your sales team. Sam Blond | Chief Sales Officer @ Brex. I’m doing The Playbook To Recruiting Your Sales Team.
Finding and recruiting top talent is consistently ranked as one of the biggest challenges for growing SaaS companies. SaaStr Annual attracts thousands of high-quality SaaS professionals across functions like engineering, product, marketing, sales, and customersuccess. Meet and Find Your Next VP / CXO!
We’ve talked a lot on SaaStr about how to hire a Great VP of Sales. And we’ll keep talking about it — so long as 70% of first-time VPs of Sales don’t make it 1 year. I wanted to take a moment to explore the flip-side … a guide to why first-time VPs of Sales that finally get their shot — fail.
A mistake many founders make is hiring a VP of Sales who has many strengths — but not at sales per se. A VP of Sales who is smart, polished, and worked at the right place, in a management-level position. That can talk about quota attainment and sales operations and scaling and number. you might ask.
In this week’s episode of CRO Confidential, host Sam Blond, Partner at Founders Fund, continues a mini-series on founder-led sales with Colin Zima, founder and CEO of Omni. In a year’s time, they’ve built a team with more than 150 years of experience in BI, all because they tapped into their own cheat codes for success.
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’re probably going to hire 1-2 VPs that themselves are smart, driven and successful — but that can’t themselves hire great people under them.
Q: Dear SaaStr: When Should The CEO Step Away From Sales? It’s just, as you scale, what you do in the sales process as CEO evolves and changes. I remember when we closed Groupon as one of our Ten (or so) Largest customers, back in the day. But you don’t get to stop doing sales. This was probably 2009 or so.
Flock Safety’s Founder and CEO, Garrett Langley, and its VP of Growth, Alex Latraverse, know a bit about sales. Enough to go from 0 to 100 sales reps in about 18 months — and they’re looking to be well beyond 100 by the end of this month. The three things that led to ramping up sales at Flock Safety were: Achieving product-market fit.
Justin Welsh, former SVP of Sales at PatientPop explains how he started in SaaS in 2009 as the second sales hire at Zocdoc. Justin used Sales Culture to grow a successful PatientPop team to 140 employees and 55 million in revenue. Justin Welsh | SVP Sales @ PatientPop. Want to see more content like this?
So we’ve spent a ton of time over the years on SaaS talking about hiring a great VP of Sales. Not only because it really matters, but because hiring the wrong VP of Sales can set you back a year — or longer. So many VPs of Sales disagree with me here — at least at first when I make the point. Sales is hard.
Dedicated Slack Channel For Every Metric From the early days at Secureframe, they have had a dedicated Slack channel for every metric: every net new sale, every expansion, every churn, and every expense. But the reality is, if you’re scaling from $1M to $20M in ARR, you’re going to need to become best friends with your executive recruiters.”
In the latest episode of CRO Confidential, host Sam Blond, partner at Founders Fund and former CRO at Brex, sits down with Ashley Kelly, VP of Global Sales Development at Rippling. For context – Ashley had previously helped Sam scale Brex’s outbound sales from $2M to over $300M in ARR as Senior Director of SDR.
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. Q: What’s the number one challenge for scale-up founders? You’ll need more than 5–6 core engineers to go big.
This happens with some regularity in SaaS, I’ve learned (and to be clear: I’m not talking about any company I’ve invested in, am an advisor to, board member of, etc – Because when it’s still a very small team, with no true management team … co-founders can kind of hack it to $1m-$2m in ARR together.
A CRO owns and directs the strategy over a company’s revenue cycle, but there’s not a set standard for operational or management decisions: in addition to sales and sales development, they might be responsible for customersuccess, lead generation and pipelines, and even marketing and brand development.
Your best sales reps can close so much more than your average rep. Move the bottom 10% out and give the best leads to your top performer, and watch sales go up 20%. The best VPs of Sales design comp plans so the team never wants to leave. You should be striving for zero voluntary attrition on your sales team.
One of the first what How to Hire a Great VP of Sales at the New York Enterprise Tech Meet-Up (thank you to John Lehr and Work-Bench for setting this up). The Number One Thing You Can Do to Accelerate Your Business Post-Initial Traction is Hiring a Great VP of Sales. I don’t know anything about sales. More power to you.
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. I Need a VP of Sales.
Throughout her time there, she scaled the SaaS company from $1M ARR to pre- IPO, along the way, creating the category of customersuccess software, and paving the way for Gainsight’s $1.1B She’s written extensively on the topic and co-authored a book The CustomerSuccess Economy. If so, at what stage?
Dig deeper on a lot of titles during recruiting. A "VP of Revenue" often knows nothing about inside sales or building a sales team. A "CRO" often doesn't want to do sales anymore. A “VP of Revenue” for a VP of Sales job. But marketers never, ever know how to do sales.
Not becoming a better recruiter. I recruited a great VP of Sales, a strong VP of Marketing, a great VP of Product (now COO at Gong), and a great VP of CustomerSuccess. But I was a sequential recruiter. I should have been recruiting more great folks, more often. And most of the team was great.
The role of a VP is to own everything required to hit the goals for a functional area – Sales, Marketing, Product, Engineering, Finance, or CustomerSuccess. This includes: Recruiting the team. While the answer may sound obvious, I’m not sure it always is in early-ish stage start-ups. This can be hard.
If you must choose a long term headquarters for your startup, call an executive recruiter who focuses in that city. VP Engineering, VP Product, VP Sales, VP CustomerSuccess, VP Marketing, or VP Operations. And who better to call to understand the labor market dynamics than an executive recruiter from that locale?
You need engineering, product in all start-ups — but in SaaS, even in the very early days, you also need sales, client success, true support, demand gen marketing, etc. And Things I Successfully (More or Less) Offloaded By/At $1m ARR: Client/CustomerSuccess. Routine Sales. Recruiting >=20% of Your Time.
A head of sales that doesn’t recruit at least one strong rep in the first 90 days. A head of customersuccess that doesn’t own churn, or net revenue retention in the first 90 days. I can go on. But the top VPs of Sales know you have to get it going soon. Never will. That hits quota or better.
So one recent survey we did really brought out a healthy debate: does your VP of Sales really need to be a product expert? Many of the comments said it was more important a VP of Sales understand process and leadership more than the product itself. They often melt. I say, you just gotta know the product. Not just with buzzwords.
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 time recruiting senior folks to own them. No one spends enough time recruiting as it is, after $1m ARR or so. Yes, you can manage the sales team yourself. You can do this.
We even have 3 great checklists to make sure you hire right: VP of Sales hiring checklist here. VP of CustomerSuccess hiring checklist here. No, what I’m talking about here is someone that was say a VP of Sales for 8 years, and then spent 4 years doing something very different. Those can be amazing hires.
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.
Someone great at something core you aren’t: Sales, Engineering, Marketing. Great at sales. Do at least 20–30 customer interviews before you start writing too much code. Otherwise, you often are building for an imaginary customer. A 10x feature that customers will pay for, that the key competition doesn’t have.
We’ve written a lot on SaaStr on how to increase the odds your first management team is a success. How to hire a great VP of Sales (tons on that here ). What a great VP of sales really does. How to managecustomersuccess. About recruiting and helping you scale. All good stuff.
The backup of 2020 was great, 2021 comes in and somehow we have 600 unicorns and everyone can burn 500 million a year or have huge sales teams. But the meta point is this, if you’re recruiting in 2024, beware of the “Lost Generation” candidate and persona you may come across. It’s part of the job now.
More on that here and a great video discussion below: You’ll probably be ready for your first VP of Sales by $1m in ARR. We’ve talked about this a lot on SaaStr, but hiring a true VP of Sales before you have 2 reps hitting quota (and thus a repeatable, if not yet fully repeating process) is too early. Earlier is better.
So an amazing founder CEO often can also be the VP of Sales, VP of Product, hack Marketing, fly across the globe as the VP of CustomerSuccess, and sometimes, even continue to write some code. CustomerSuccess and Support. ” By 200 employees, you don’t need to have a role in hiring any non-managers.
This is a guest article by Swati Garg , founder and CEO, Melo Associates , and Lindsay Lynch , senior recruitment consultant, Melo Associates , a recruitment firm focused on customersuccess hiring for SaaS and tech companies nationwide. For example, “Enterprise CustomerSuccessManager”.
When I catch up with founders on the march from $1m to $10m in ARR, the number one topic has always shifted to recruiting. Where do i find a great VP of Sales, Marketing, Engineering, Product, CustomerSuccess, etc.? Some times, it seems like simply building a management team is all you have time for.
I meet with great VPs of Sales and Product in particular who are Ready. I’d like to recruit you to be a VP at one of my companies, but I get it. You’re going to have to be the VP of Sales, CustomerSuccess, Marketing and probably Product in the early days. It’s time. To go out on their own.
A great VP of CustomerSuccess in just a quarter or so decreases churn and increases account revenue growth. Sales growth slowly declines as she struggles to bring in enough reps. Take say 100 leads a month spread across 2 great reps, then bring in a new VP of Sales that hires 4 weak reps. This is hard.
My general learnings: By 20-30 employees, you should have 1-2 good managers in place such that at least 50% of the company can run based only on weekly staff meetings, 1-on-1s, and “grab me when you need me-s” E.g., a great first VP of Sales that can just handle sales. management team by 50 employees or so.
The template is broken into six sections: People, Bookings & Revenue, Cash, Sales, Marketing, CustomerSuccess. This section covers employee satisfaction, headcount, and recruiting metrics. It’s important to track the number of leads in the conversion rates to sales generated by sales.
To want a head of sales operations and a director of sales to help carry the load not later … but on Day 1. To not have to manage any customers yourself in customersuccess, and instead be a strategist. The Benefits of Hiring a Stretch VP of Sales (and The Risks). Do you have the budget?
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