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And personally, while I’m still in learning mode for AI, I’m not betting on any net reduction in sales headcount from AI. In different ways, at different places. But in most places. Salesforce included. I haven’t seen it yet, and don’t expect to see it.
Salesforce: Actually We’re Going to Hire 2,000 Sales Execs Now To … Sell AI At most B2B companies, 35%+ of the headcount is in sales and its often the largest functional area. Salesforce itself is hiring 2,000 sales execs this year to sell its AI platform, AgentForce. Even in a more efficient world.
They’ll try to keep underperforming reps around, claiming they need the headcount. Watch out for this red flag: mediocre VPs will insist they need “every warm body” and can’t afford to let anyone go.
Hence, Twilio has a very high level of sales efficiency (and relatively small headcount). Many of Twilios bigger customers go through sales, but then a huge amount of the downstream revenue is automatic as customers use more. But theres still a real sales team there. They just only need to directly touch a subset of the total revenue.
“And I think the budget comes from headcount,” Dave explains. As a line of business owner, if I want to do something, I can find the money from headcount.” ” If I want to pay for an AI SDR, I know where to get the money. ” Is Customer Success Dead, Now That it Reports to Sales?
He actively approached the CEO to push for dramatically higher targets and accelerated headcount expansion beyond the original plan. 5x Revenue on 5x Headcount Wiz achieved the rare feat of maintaining per-employee productivity while scaling exponentially.
We’ve been taught unicorn math to grow headcount faster than revenue, and maybe if you’re venture-backed, you can do it. But you have to grow revenue faster than headcount. You have to do it all. That might mean you hire fewer but better people.
Above, I’ve charted the headcount growth rate for 10 of the fastest growing software companies in recent history. I’ve normalized the years for when all the businesses were roughly at the same headcount - fewer than 50 people. This is a proxy for when the business established product market fit.
The Other Team Members section is cumulative with the prior headcount mentioned. So how big of teams are usually expected at each stage? Below are my rough guidelines for a typical SaaS company today. What does the CFO own? The CFO can own A LOT of really important areas many of which are outside of what you may think of as Finance.
Let’s say you are at $10m ARR and decently funded, you’ll probably have 100 headcount by this point, or at least, by $15m ARR. You’ll probably want to add field sales (for Big Deals) by $10m ARR or so, another 2-3 headcount here, minimum. Let’s assume that takes 5 headcount, minimum, ideally 6. >>
Sales-driven SaaS startups end up with about half their headcount in sales and marketing. 2x the sales headcount you thought you did to hit the full plan for this year, and Q1 of next year. It sounds high at first, until you realize that's just how the math works. Software itself and other departments get leverage.
I analyzed the headcount patterns within these companies to shed light on three questions : How are these top companies changing their headcount through the downturn? What percent of headcount is in product & engineering? What percent of headcount is in sales & marketing? The typical company grew headcount by 57%.
Post-PMF, the organization must evolve: it has to grow headcount and then manage that headcount well. It’s easy to miss that detail when building a headcount plan. They write code, author blog posts, publish the website, attract customers, with the goal of achieving product-market fit. On the left, there’s one.
But starting that week, startups began reducing headcount by about 700 per day. ClassPass, one of the fitness startups to reduce headcount, reported a 95% drop in sales in 10 days. Over the weekend, I analyzed Roger’s data to answer this question. First, let’s look at layoffs by day. Friday spike to more than 1800.
So, did headcount at the Series A. In 11 years, the median headcount at Series A swelled from 15 to 28. [1]. 1] Thank you to the Pitchbook team for running the headcount analysis data. [2] More capital meant the constraints of yester-decade no longer applied. Founders declared a maximum acceptable dilution instead.
There is almost no software and non-headcount budget for CS. 64% of CS teams spend $200,000 or less a year on non-headcount, with growth stage companies spending the least, just 0.1% I generally see CS reporting to a CRO as a recipe for conflicts, but sometimes it’s the best option: #2. This data is interesting. of revenue.
Marketing teams spend 5-10% of ARR on programs (non-headcount expenses), and this is pretty consistent across ARR. Engineering:Account Executive headcount ratios scale from about 3:1 down to 1:1 as a company scales revenue. Most sales teams ramp AEs (both inside and outside) on six month time periods. This was surprisingly low.
At least in the short term, it is turning most of us can do more with about the same headcount in SaaS. #4. Headcount Growing, But Slowly. Staying basically flat in headcount for 3 quarters while growing a stunning 50% (!) They got there, in fact, two years ahead of schedule. 47% Of Revenue Outside the U.S.,
Growing Headcount and Expenses, Just More Slowly Than Revenue The story for most SaaS and Cloud leaders. Grow headcount and expenses, but more slowly than bookings. #5. UiPath proves it again. #3. 1M+ ACV Customers Growing The Fastest UiPath at $1B+ ARR is a tale of going … even more enterprise. $1M+
That works for a while, but you end up with not enough headcount if you do freeze hiring but still want to grow. More on this in our deep dive with co-CEO Eran Zinman: You can’t grow forever with no growth in headcount. But we’re lapping tougher times for many, and for many others, it’s just plain time to hire again.
And very few of you are doubling headcount, vs everyone in 2021. Hiring has way slowed down, but many folks are still hiring, albeit at a reduced rate. 56% of you aren’t hiring, or barely hiring. But a good chunk of you are still hiring, albeit in moderation. This is what we are starting to see across public SaaS leaders as well.
The antidote: greater pipeline-to-quota coverage ratios by either increasing the top of the funnel or reducing the account executive headcount. These benchmarks suggest startups should plan on materially longer sales cycles into 2023. The data analysis uses the results from the 2023 GTM Survey.
Some of the changes we’ve seen in the last year or two include: CAC reduction Headcount optimization Price complexity Quality of revenue A different environment means a different strategy, and Notion Capital lays out four business model changes that could be helpful based on what peers are doing. You don’t want to be there.
If a startup raised a top quartile Seed round, Series A, B, & C, they typically would have grown headcount by about 6% in the last twelve months. The headcount growth rate for all other companies? No statistically significant difference in headcount. Why look at headcount growth? About double at 12%.
But in theory, higher quotas should “pay” for specialization so in theory, this won’t impact headcount too much. But in practice it often adds 20% or so to the headcount in the model. Fifth, the more specialized the sales process is, the more folks you’ll need. SDRs, BDRs, etc. 2 Managers. = 22 heads /.75
“Adding headcount in customer success dept” — Hoala Greevy, CEO, PauBox. You can’t cut corners in headcount in success with automation. You just make the headcount more effective. MaestroQA has driven its ACVs up substantially, but that doesn’t always mean charging more for everything.
Unlike building a product team, there is no efficiency when building a sales org: half of your headcount will be in sales at $10m, $50m, or $100m in revenue. It’s tough for founders to grok 40%+ of their headcount forever may be in sales. Add more structure here, and everything gets better. #6.
At the end of the day, in SaaS, efficiency really comes from growing revenue faster than headcount. Almost everyone is doing more with … yes, more headcount, but only a smidge more. Revenue Up 30%, but Employee Count Only up 10%, to 7,055. Salaries and comp are the vast majority of expenses. Including HubSpot. #4.
Slowing headcount growth — like lots of others. Okta headcount grew 32% year-over-year, fairly consistent with revenue growth, but then Okta like others slowed down hiring. Okta is seeing higher SMB churn and more ROI scrutiny, but is also benefitting from some customers wanting to centralize on fewer core vendors.
Like many tech companies, Monday added a ton of headcount in 2021. It then added only 63 employees last quarter, and plans to continue with very slow headcount for a while. Another reminder to go global in SaaS as early as you can! #10. Slowing hiring has been key to driving up free cash flow.
We can derive the table above if we look over the entire respondent base and bucket headcount by ARR. This post is part of a series leading up to SaaS Office GTM Edition on June 24 in which we’re reviewing the results of the 2020 Redpoint GTM survey. Today, we’re answering the question: how do teams grow as a startup scales?
Once a VP of Sales that is struggling starts pushing for a lot more sales headcount … it’s time to realize it’s not working. In fact, fewer sales reps often in the short term solves the problem. You focus leads and opportunities on the best reps, and then rebuild the sales team from there.
B2B companies have reduced headcount to a greater extent than at any time since 2020. The current wave of layoffs, a difficult component of the innovation boom/bust cycle, differs from the previous years’ dynamics. In the last three years, B2C startups’ ratio of layoffs have dwarfed B2B layoffs. In 2020, B2C companies cut 8.8x
Sales-lead teams cut headcount when account executives don’t attain numbers. Some about the data: PLG companies R&D spend hasn’t produced new business at the same rate as a dollar invested in sales & marketing post-Covid. Engineering teams do this to a lesser extent.
Everyone is basically doing more with not much more headcount (see next point). #4. Growing Headcount, But Much More Slowly That Revenue. Headcount is up 29% year-over-year, but revenue is up 50%. Also you can see sales & marketing headcount is basically flat, while hiring is almost all in engineering / R&D.
Yes many public SaaS companies have done some sort of layoffs the past 12 months, they were often more really reorgs, though, without any net decrease in headcount. The key was “simply” keeping headcount flat. #3. Everyone is basically doing more with not much more headcount. Without really sacrificing growth.
Freezing Headcount is How They Got So Much More Efficient Again, a common story. But for now, AppFolio is staying leaner, with less headcount this year than last — despite impressive +29% growth. #4. Many that did are now re-hiring, from Monday to Salesforce and more.
Fund sizes shrinking = headcount reductions. Funds just plain got bigger over the past 10 years, and in many cases, the original GPs and Old Guard aren’t 100% ready to hand over economics and control. It’s complicated. Not everywhere, but in just enough places so you can see it and feel it.
You start making up for it in volume — with headcount. Your life becomes all about recruiting, even more than it was. It’s harder to find that Magical VP that can make a huge difference. At $100m+ in ARR, the hardest part is you have to add a Unicorn each year.
Last year, the company doubled its headcount, tripled revenue and landed on G2’s Top 100 Global Software list. . And some of the marquee customers include MongoDB, Gitlab and Qualtrics. . The funding comes at a point when Chorus is in the hypergrowth mode.
1 BDRs are often mapped to AEs at 1:1 ratio & if we assume BDRs account for 25% of sales headcount (the remainder includes AE, sales operations, post-sales, & management). Assume a 15% productivity improvement that results in a 1.5% improvement across the company.
The rule says that all employees of affiliated companies must be considered headcount. Historically, startups haven’t been able to access SBA programs because of this affiliation rule. For startups, this means every employee of every startup for every investor. Quickly, these numbers exceed the 500 employee limit.
Hence, Twilio has a very high level of sales efficiency (and relatively small headcount). Many of Twilio’s bigger customers go through sales, but then a huge amount of the downstream revenue is “automatic” as customers use more. But there’s still a real sales team there. They just only need to directly touch a subset of the total revenue.
But in theory, higher quotas should “pay” for specialization so in theory, this won’t impact headcount too much. Fifth, the more specialized the sales process is, the more folks you’ll need. SDRs, BDRs, etc. But in practice it often adds 20% or so oto the model. 4 SDRs to screen the deals. 2 Managers. = 22 heads /.75
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