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Recruiting is tough. But to be a great CEO, you need to find a way to force yourself to be a great recruiter. Let me share some learnings, and what I do now to force myself to be a better recruiter. First, you will budget a ton of time for recruiting. Hire external recruiters — and be very good to them. Find a way.
And how often is he recruiting? In fact, every single day he and his team go into their Recruiting War Room, and analyze every single possible recruit coming up the next four years. But in this phase — you need to be Head Recruiter yourself. At first everyone is sort of great at recruiting — by definition.
We’ve talked a lot on SaaStr about how to make that critical hire: the VP Sales. You’ll end up with a crummy sales team under a mis-hire. We’ve posted a script to use when interviewing a VP Sales. And lessons learned on what a VP Sales really does. Job #1 is Recruiting. It all clicks.
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 customer success. Meet and Find Your Next VP / CXO!
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. The post SaaStr CRO Confidential: Omni Founder Colin Zima on the Power of Leveraging Your Network for Sales and Recruiting (Pod 658 + Video) appeared first on SaaStr.
Key Functions with High Impact Generative AI is revolutionizing sales by enabling dynamic pricing and personalized customer interactions, boosting conversion rates and customer satisfaction. Post-sale, AI analyzes customer data to improve service and loyalty, making it a cornerstone of modern sales methodologies.
2021 will be the year SaaS sales evolves the most since the Appexchange ecosystem started to take off ~15 years ago, which spawned the entire notion of a true sales app stack. The permanent move to distributed sales teams. Almost every SaaS VP of Sales and CRO I’ve talked to in the past few months isn’t going back.
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. And figure out if they really are great: For your prospective VP of Sales, did her top 2 hires at least crush it and blow out their quotas ? Recruiting.
The other day I saw a VP of Sales flame out and resign with no notice from a SaaS company doing $10m ARR growing quickly. So I thought it might be helpful to brush off the topic of alignment between Sales and Marketing by updating a classic post on the topic. The original version here on Lattice Engines’ Sales and Marketing Hub.
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. Work with Great Executive Recruiters ”The first time I saw an invoice for an executive search, I think I had a heart attack,” Shrav joked.
If a sales exec makes it anything but effortless to schedule a job interview with them, Basically it won't work out — Jason ✨Be Kind✨ Lemkin ?? At least for sales execs, never hire them if they are slow in the recruiting process. Recruiting is sales. But for in-bound candidates? Probably, even slower.
Having learned from thousands of customers and prospects, Sarah Lash, Envoy’s head of enterprise sales, will talk about what it takes to guide and scale enterprise sales programs during an uncertain future. In my first six months at Envoy , I grew the sales team from six to 17. Combine Strategies To Drive Sales.
Ah the VP of Sales. The first post is What a Great VP of Sales Actually Does. The second post is a script for you to use (and modify as you see fit) – 10 Great Questions to Ask a VP Sales Candidate. Just so you know, there are 48 Different Types of VP Sales. The toughest hire. Such a high failure rate.
Brendon Cassidy, my VP of Sales wrote a version of this piece a while back. I though an updated version of this would be good for founders thinking about hiring a VP of Sales … VPs of Sales themselves … and VPs-to-be to read — Jason, ed. … 10 Rules to Being a VP of Sales in a Startup.
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. Q: What’s the number one challenge for scale-up founders?
Someone has to be the #1 engineer. But one of you has to lead on Customers/Sales/Marketing and the other likely on Product/Engineering for it really to work. Better recruiter than you. Better recruiter than you. If your co-founder is a better recruiter than you, this is an immediate upgrade.
Still, an overall deep-dive on lessons learned the second and third time around: Not Easier : Recruiting – Not Easier. You might think after (goodness) the best part of 20 years of working in tech, 18 as an executive or CEO, and 13 as a founder … I’d be pretty good at recruiting at this point. I’m not.
In SaaS, #1 most common misfire, with a bullet, is the VP/head of sales. It goes something like “You’ve Got to Get Past the Carcass of Your First VP of Sales” or “It’s The Second VP of Sales When You Really Start Selling” or variants thereof. Because in SaaS start-ups, it seems like the majority of first VP Sales fail.
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.
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.
Gremlin is the chaos engineering company. The founders developed chaos engineering and resiliency testing at Netflix and Amazon, which increased those services’ uptime from three nines to four nines. Regardless, the message should be promulgated through every channel: sales, marketing, press, recruiting, events, etc.
Startups are business machines engineered to grow quickly. Every lead hired today, whether marketing , sales, engineering or product, will have a very different job nine months from now, much less two years from now. You hire a head of engineering. The engineering team is 17 people. And ship code on time.
Some investors bet on the best engineering teams. If I wouldn’t work for you … then I can’t help you recruit folks that will. You’re in sales. Recruit the VPs? CEO Doesn’t like Sales — and The Hunt. Apologies for the title of this post, and perhaps the post entirely.
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’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 manage customer success. About recruiting and helping you scale. When to hire her (more here ).
A head of sales that doesn’t recruit at least one strong rep in the first 90 days. A head of product that doesn’t take over the roadmap, and redirect the engineering team to do something better, faster and bigger. But the top VPs of Sales know you have to get it going soon. Never will. Never will.
20Dear SaaStr: My Top Sales Rep Made $600,000 a Year — And Just Quit! Why would a sales rep quit a job where they are making top 1%-5% money, respected, treated well, and have it dialed it? It may not be 100% logical, but looking back, here’s where I see it happen: A new VP of Sales comes in. The VP of Sales leaves.
Whether you manage a team of engineers, a team of regional salesmanagers, or the company, your first responsibility is to hire and successfully manage the seven people who will form your leadership team. First, as a company grows, the most important thing is recruiting.
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.
From $1m in ARR, and Then Forever After: Recruiting Great VPs. You need to learn to become great at recruiting. Why do I need 50 engineers to do what 3 engineers use to do? Why is my sales team less efficient at $20m ARR than at $2m in ARR? This challenge never ends. It never ends. And tenacious at it.
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. Plan for it.
Someone has to be the #1 engineer. But one of you has to lead on Customers/Sales/Marketing and the other likely on Product/Engineering for it really to work. Better recruiter than you. Better recruiter than you. If your co-founder is a better recruiter than you, this is an immediate upgrade.
The role of a VP is to own everything required to hit the goals for a functional area – Sales, Marketing, Product, Engineering, Finance, or Customer Success. 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.
Emboldened by this seeming endorsement, I dashed off what turned into a lengthy email on interviewing and recruiting, a topic about which I am passionate not because I think I am good it, but because I think I am not. Thoughts on The Recruiting Process. Remember it’s a mutual sales process. Consider a try-and-buy.
When March 2020 hit, you laughed when you heard stories of engineers working 4-6 hour jobs, but it became rampant on the revenue side of the industry. So, how did they compete for engineers who were getting offers from Facebook and Google? As a manager, you have to do things differently. There’s also a cultural element.
Some engineers by training, others in sales or product originally. But a few uniting characteristics of the very best: Relentless Recruiters. You have to be constantly recruiting the best. The best founders usually spend at least 20% of their time recruiting. Some extroverts, some introverts. No Excuses.
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 Customer Success, VP Marketing, or VP Operations. And who better to call to understand the labor market dynamics than an executive recruiter from that locale?
The other day, I met with a great founder who talked with me about how he was about to top his VP of Sales. in ARR in pretty short order, recruiting a great small team of reps under her, and had really nailed the formula. Our top Director of Engineering was just an A+ from Day 1. This VP had gotten him from $0 to $1.5m
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. Routine Sales. You gotta hire 2 great sales reps as soon as you can. This didn’t work well until I had a Great VP of Sales.
Someone great at something core you aren’t: Sales, Engineering, Marketing. Great at sales. Great at engineering. If you hire someone to do the first sales, you’ll never understand it yourself. When you go to hire your first sales rep, hire 2. 50% of the job for a VP is recruiting. A bit more here.
A new edition, new services, an outbound sales team, an accountmanagement / upsell team. From $1m to $10m ARR or so, as you build your first management team: You shouldn’t be the VP of Sales Anymore As You Scale. You still need to spend 15-20% of your time in sales. Add a layer. the prospects).
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.
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.
There’s a common thinking that sales teams should be relatively high churn. That the bottom 15-20% of the sales team almost has to churn each year, because it’s survival of the fittest. At Salesforce, at Box, the bottom end of the sales team churns out each year. First, do sales reps really compete with each other?
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