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One of the toughest challenges for founders — and especially technical founders who are used to focusing so much on product features over sales — is striking “product-market fit”. So in that shift from product-market fit to product-market-SALES fit, how much should you optimize your go-to-market for product… and even the other way around?
Many companies are strategic consumers of open-source software as a means to reduce the burden on their software engineering team to build everything from the ground up. Related podcast episode: How MongoDB Scaled Their Open-Source Product with a Bottom-Up and Top-Down Sales Motion. For some organizations, that’s a critical need.
Stephen Burton is VP of Smarketing at Harness, the industry’s first continuous delivery as a service platform. Prior to Harness, Stephen was VP of Marketing at Glassdoor, managing a team of 52 in product marketing, helping grow B2B revenue from $19m to $90m in just 2 years, leading to their $1.2Bn acquisition. What works?
Ryan Austin had VP-level experience in training when he decided to start a consulting business to help enterprise-level companies with their corporate learning and development initiatives. Ryan and his team noticed so many inefficiencies across the L&D workflows. “It There are now over 150 enterprise companies using the platform.
* How does David think about scaling salesteams? How does one know when is the right time to hire your first sales reps? What have been his lessons on optimizing payback period for sales reps? How should founders think about sales rep compensation? How does David think about payback period on a per rep basis?
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