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They know they’ll need an ever-expanding team to hit compound revenue targets—2 reps, then 4, then 8, then 16, and eventually 64 or more. They’ll try to keep underperforming reps around, claiming they need the headcount. When it doesn’t, it’s potentially catastrophic.
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. But it sure makes it harder to break into the sales, marketing and revenue space unless you are using AI to make that Mech AEs even more automated.
But as it went toward IPO, 50% of its revenue came from bigger, enterprise deal. And Boxs revenues are now 99% through the sales team, from 01% when it started as a pure freemium product. You dont need 100% sales-driven revenue to Go Big. Hence, Twilio has a very high level of sales efficiency (and relatively small headcount).
6 billion of new revenue per year. 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. Overall, the budget for SaaS is higher than ever, with hundreds of billions in revenue.
It’s an incredible look back on scaling and more: Colin Jones, first Chief Revenue Officer at Wiz. Colin joined Wiz in February 2021 when the company was near zero revenue. He actively approached the CEO to push for dramatically higher targets and accelerated headcount expansion beyond the original plan.
While other businesses with <$10M in revenue may need a true CFO because of their complexity. The Other Team Members section is cumulative with the prior headcount mentioned. Some companies are so simple that they dont need a CFO for a really long time. So how big of teams are usually expected at each stage? What does the CFO own?
“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.” “Your book Predictable Revenue says go specialize roles in sales, and that’s all CS is supposed to be. I think CS lost the plot.
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.
Kyle Norton CRO of Owner is kicking off a new podcast for Pavillion with revenue leaders, and we were lucky enough to be guest #001 here: It’s a great convo on many SaaStr themes — but from the perspective of a VP Sales / CRO. Never play the blame game As a revenue leader, it’s crucial we take accountability for sales performance.
Sales-driven SaaS startups end up with about half their headcount in sales and marketing. One thing that sneaks up on you in SaaS is just how many sales, marketing and revenue professionals you are going to need: First it sneaks up on you in the early days because the initial tiny team become so efficient. Sales doesn't.
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% of revenue. 41% of CS Teams Own Revenue Expansion — More Often Than Sales. This data is interesting. This really surprised me.
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. >>
That doesn’t mean huge enterprise customers, but here it’s their $50k+ ACV ones, which now represent 28% of revenue, up from 22% just a year ago. At least in the short term, it is turning most of us can do more with about the same headcount in SaaS. #4. 47% Of Revenue Outside the U.S., 47% Of Revenue Outside the U.S.,
Growing Headcount and Expenses, Just More Slowly Than Revenue The story for most SaaS and Cloud leaders. But they are growing all expenses more slowly than revenue. Sales & Marketing expense is up 9.8% — but that’s on 22% revenue growth. Grow headcount and expenses, but more slowly than bookings. #5.
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.
That works for a while, but you end up with not enough headcount if you do freeze hiring but still want to grow. But it’s still going to hire more slowly than revenue growth, and that’s the key. More on this in our deep dive with co-CEO Eran Zinman: You can’t grow forever with no growth in headcount.
They all either have in their back pocket, and/or are constantly on the prowl for, the next 2-3 great reps because sales is a lead-driven but headcount-closed business. In sum -> Learning and understanding how to maximize the revenue per lead. >> The VP of Sales and VP of Marketing need to be the Mom and Dad of Revenue.
So, did headcount at the Series A. In 11 years, the median headcount at Series A swelled from 15 to 28. [1]. Series A dollars provided the business 17 months’ of runway at constant burn assuming no revenue. 1] Thank you to the Pitchbook team for running the headcount analysis data. [2] Round sizes ballooned.
2 — New Workloads Are Only A Small Percentage Of Today’s Revenue, But Are The Majority Of Tomorrows. They milk the base, and the new customer account doesn’t remotely approach the new revenue growth rate. Adding new customers does, and ideally, growing new customers at least half as fast as revenue. Revenue growth.
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. Strive for $150k of revenue per FTE.
Revenue Up 30%, but Employee Count Only up 10%, to 7,055. 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. 40% of Their Revenues Comes from Partners. Including HubSpot. #4.
Very Few Professional Services — Only 3% of Revenues. ProServ is only 3% of Okta’s revenues. International Revenue Steady at 22% of Revenues — and EMEA is strong. Customer Count Up 22%, While Revenues Up 37%. High NRR leads to revenue growing faster than your new customer count. #7.
You can back into it: First, figure out how much revenue you need to close in the next twelve months. 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. Because that’s a lot more than now.
The chart above shows the combined Sales & Marketing + Research & Development Costs divided by revenue. PLG companies spend 9 percentage points of revenue more on S&M + R&D than sales driven companies (p value < 0.001 since Covid). S&M Spend / Revenue. R&D Spend / Revenue. Total Spend / Revenue.
Free Cash Flow up from 3% of revenue at $400m in ARR to 10% at $550m in ARR. From $11m in annual revenue in 2017 to $500m+ in 2022. 50k+ customers are 26% of revenue today, and 10+ seat deals are 76%. Still, a quarter of their revenue is still from smaller customers. And a few other interesting learnings: #6.
And very few of you are doubling headcount, vs everyone in 2021. There’s just so much more revenue to close. 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.
But a few thoughts on “the hardest part” for the first few stages: From $1-$100k in ARR, the hardest part is often how little revenue you get from each customer. So much work, so little revenue. And each month, you barely add enough new revenue to hire just one of those great engineers you need. You have 2,000 customers now.
Founded in 2015, Chorus operates a SaaS platform that provides valuable insights from conversations – say with calls, video conferences and emails — for revenue teams. Last year, the company doubled its headcount, tripled revenue and landed on G2’s Top 100 Global Software list. .
We can derive the table above if we look over the entire respondent base and bucket headcount by ARR. But if you were curious about what to expect at each stage of revenue growth, the data illustrates common patterns. Today, we’re answering the question: how do teams grow as a startup scales?
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%.
And Box’s revenues are now 99% through the sales team, from 0–1% when it started as a pure freemium product. You don’t need 100% sales-driven revenue to Go Big. Many of Twilio’s bigger customers go through sales, but then a huge amount of the downstream revenue is “automatic” as customers use more. Hybrid models can be great.
market cap (11x) – Growing 29% a year — efficiently – Only 30% of revenue from software, rest payments + services – 20% Free Cash Flow, 16% non-GAAP margins – Frozen… pic.twitter.com/8PLvYP1JRz — Jason ✨Be Kind✨ Lemkin ?? Freezing Headcount is How They Got So Much More Efficient Again, a common story.
It’s one of the few still commanding a premium multiple in today’s world, and still growing at tremendous rates: Snowflake is also a barometer of everything in SaaS and Cloud, because a significant amount of its revenue is consumption-based, at least in part. Growing Headcount, But Much More Slowly That Revenue.
Hoping headcount (alone) will drive revenue. At some point, every SaaS company gets big enough where headcount does drive revenue. Before then, leads drive revenue. The flip side at the VP of Sales level, is excessive confidence around the roadmap as a top revenue driver makes everyone nervous.
The best place to put that incremental dollar on the revenue team is in existing customers. “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. Hire 9s & 10s ONLY.
Today, IT budgets are roughly broken down into: ~50% headcount / personnel, ~25% software, ~15% hardware, and ~10% outsourcing / consultants. As software grows as a percentage, I think we see headcount / outsourcing shrinking. Revenue multiples are a shorthand valuation framework. Let’s discuss why this matters.
30% New Customer Growth Fueling 37% Revenue Growth. 30% of their revenues are still from customers running Jira and friends on their own servers. Headcount up 7%, while revenue is up 37%. But that only increases total headcount 7% which revenues went up 37%. 5 Interesting Learnings: #1. Impressive leverage.
The market values COIN, Coinbase’s stock, and UNI, Uniswap’s token at about 3x trailing 12-month revenues. As the market has corrected, so have the trailing 12-month revenues (TTM)/Market Cap multiples. Coinbase and Uniswap generate billions in revenue. Coinbase’s trailing revenue in Q1 2022 approached $7.5b
First, figure out how much revenue you need to close in the next twelve month s. But in theory, higher quotas should “pay” for specialization so in theory, this won’t impact headcount too much. 30 sales professionals to add that net $10m in new revenue, even with a $600k quota! You can back into it. SDRs, BDRs, etc. 22 heads /.75
Only 18% of Revenue From SaaS. Shopify and Bill both also get the majority of their revenue from financial fees and transaction fees, not software subscriptions. But Toast even more so, at 18% of revenue. They are now profitable, but it’s not easy when 80% of your revenue only has 20%-28% gross margins. #4.
Atlassian is trading at over $40B with revenue north of $3B. Don’t Tie Revenue To Headcount “You want to get away from a business model where every incremental dollar requires incremental hiring,” says Deatsch. So instead of focusing on scaling headcount quickly, work toward growing revenue quickly.
A mental model like this should guide both software procurement on the buyer side & product management on the vendor side especially in an procurement environment where every software vendor must justify their cost-savings or revenue increase. Assume a 15% productivity improvement that results in a 1.5% improvement across the company.
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.
Dorian Stone , Head of Organizations Revenue at Grammarly, is here to share lessons from his experience of scaling the company from consumer to SMB to Enterprise to help you steer your expansion efforts in the right direction. When Dorian stepped into his current role, they promised the board a strong growth on the revenue line.
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