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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?
Salesforce, Nov 2024: We're hiring 1,000 new sales execs to sell AI! in sales to sell AI. Per The Information , Benioff has also instructed his sales team to go all-in and put AI and Agentforce into every deal possible. They need 2,000 new sales execs for that. It doesn’t sell itself. Not really. SaaS is Back.
Dear SaaStr: What Are Some Successful SaaS Leaders Without Sales Teams? Many that are self-serve and SMB-focused can start off without a sales team … for a while. But almost none stay without a sales team … forever. Yes, Atlassian since well past its IPO had almost no direct sales team. Maybe on Day 0.
Sales-driven SaaS startups end up with about half their headcount in sales and marketing. Sales doesn't. 2x the salesheadcount you thought you did to hit the full plan for this year, and Q1 of next year. And finally, it dawns on your there is no leverage in sales. Hint: ~2x What You Think.
He actively approached the CEO to push for dramatically higher targets and accelerated headcount expansion beyond the original plan. Rather than seeing this as a liability, Wiz leveraged it as a strategic advantage — even in its sales team.
But to Go Big, almost everyone in SaaS at least eventually adds a sales team. But to scale it quickly added a very effective sales team : Yes, Atlassian for a long time had almost no “direct” sales team, well after the IPO. With, and through, a sales team. You don’t need 100% sales-driven revenue to Go Big.
Sales cycles shifted dramatically in 2023. Slower sales cycles create pipeline shocks & startups are feeling the impacts. The average startup saw a 24% increase in sales cycle from early 2022 to 2023. 60 day sales cycles are now 75 days. But the latency isn’t evenly distributed.
Your VPs and Directors of Sales and sales ops leaders are cost centers here. Assume 1 sales manager for each 8 sales professionals. Fifth, the more specialized the sales process is, the more folks you’ll need. But in practice it often adds 20% or so to the headcount in the model. SDRs, BDRs, etc. 22 heads /.75
Your VPs and Directors of Sales and sales ops leaders and sales engineers are cost centers here. Assume 1 sales manager for each 8 sales professionals, and 1 head of sales development for each 10 SDRs. Fifth, the more specialized the sales process is, the more folks you’ll need. Fourth, add “load”.
So just a little while back, Lenny Rachintsky had me on his hyper-popular podcast to talk about scaling sales, from the perspective of a founder who hasn’t really done sales. They really are a great checklist when you are starting to scale sales in SaaS: #1. And sales go down, not up. #2. It’s a tough job.
Because SaaS requires so many functions beyond engineering, especially if it’s sales-driven … outbound, SDRs, inbound, field sales, marketing, customer success, support, more complex product management, etc. What will it look like, if it’s a sales-driven model? Talkdesk inside sales team at $10m ARR.
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.
Dear SaaStr: How Many Sales Reps Do I Need? You can back into how many sales reps you’ll need in SaaS. Your VPs and Directors of Sales and sales ops and rev ops leaders and sales engineers are cost centers here. Assume 1 sales manager for each 8 sales professionals. 75 yield = 30 sales professionals.
Dear SaaStr: Growth Has Slowed and My VP of Sales is Pushing Me To Hire More Reps. In fact, the #1 sign your VP of Sales is really struggling is when their best answer to slowing sales is to hire even more sales reps. As if more humans, on their own, magically equal more sales. Is That The Right Way to Go?
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?
What are the top 10 mistakes founders are still making today when hiring their VP of Sales? In this post, we’ll delve into the common pitfalls founders encounter when hiring a VP of Sales. 1: You Can’t Stay Founder-Led Sales Forever. . #1: 1: You Can’t Stay Founder-Led Sales Forever. This one is newer.
Post-PMF, the organization must evolve: it has to grow headcount and then manage that headcount well. Our GTM survey found sales teams with spans of control consistently outperform teams with spans of control greater than 7. It’s easy to miss that detail when building a headcount plan. On the right, three.
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. Because sales cycles in software are slower, we should expect a higher latency before seeing reductions in force in those categories.
Dear SaaStr: How Many Sales Reps Do I Need? You can back into how many sales reps you’ll need in SaaS. Your VPs and Directors of Sales and sales ops and rev ops leaders and sales engineers are cost centers here. Assume 1 sales manager for each 8 sales professionals. 1 Sales/Rev Ops (at least). =
It contains data on go to market team structure, performance by sales function, marketing spend benchmarks, and customer success priorities. 1:1 AE/XDR ratios are the most common in both inside and outside sales teams. Sales teams with spans of control under 7 attain 80-95% of quota twice as frequently. Just pick a metric.
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% Having Sales own them usually creates the most pain. Having Sales own them usually creates the most pain. This data is interesting.
and Lenny asked us to join his podcast to talk about building a sales team — from the perspective of a product-first founder or exec. It was a pretty strong conversation and we took a lot of our learnings over the years and focused on how to learn to do sales right if you come from a product-first background: It’s good.
Accurate sales forecasting is more critical to business success than most realize. Having a predictable pipeline enables more effective decision-making, from headcount planning to strategic investments in technology and beyond. Sales is a Team Sport at Salesforce At Salesforce, sales is a team sport.
Growing Headcount and Expenses, Just More Slowly Than Revenue The story for most SaaS and Cloud leaders. They are still hiring and growing expense in all areas, from Sales and Marketing to Product to G&A. Sales & Marketing expense is up 9.8% — but that’s on 22% revenue growth. UiPath is modelling 3% a year.
Massive headcount growth presages large software purchases and expansion. This data collection is one reason salespeople are critical to many sales processes. To scale, a company must find customers in ever larger numbers. The ideal scenario is one where purely external signals confer a prospect’s propensity to buy.
That works for a while, but you end up with not enough headcount if you do freeze hiring but still want to grow. Samsara is growing a stunning 40% as it crosses $1B in ARR — and says it needs more and more sales capacity. You can’t scale a high-growth SLG-led model without more and more sales reps.
So, did headcount at the Series A. In 11 years, the median headcount at Series A swelled from 15 to 28. [1]. Fewer person hours means less marketing, sales pitches, & bookings. 1] Thank you to the Pitchbook team for running the headcount analysis data. [2] Founders declared a maximum acceptable dilution instead.
In the run-up to the 2021 SaaStr Annual , SaaStr’s very own Poya Osgouei sits down with Bryan Elsesser, VP of Sales at SaaStr. Bryan shares tips and his perspective on what’s been effective and useful during his first few months as the VP of Sales at SaaStr. Join us at SaaStr Annual at the end of September.
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.
At least in the short term, it is turning most of us can do more with about the same headcount in SaaS. #4. Product expansion key to its growth — its new Sales CRM already seeing very rapid adoption. Headcount Growing, But Slowly. Staying basically flat in headcount for 3 quarters while growing a stunning 50% (!)
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.
We can derive the table above if we look over the entire respondent base and bucket headcount by ARR. The median startup with between 1-5M in ARR will have 12 engineers, 6 in sales and 3 in marketing. Meanwhile, the size of the marketing team increases only by 4X, compared to a 10X increase in sales and a 5X+ in engineering.
Sales Organization Structure Conrad reveals his preference for dedicated sales teams for each product, despite internal disagreement. His rationale: Training capacity : Sales teams can only absorb so much product knowledge. Expertise depth : Specialized teams can develop deeper expertise on specific products and competitors.
The promise of live chat for sales teams is being able to connect faster with higher quality leads. But any target-focused sales professional will want to know: how well does live chat actually work? Want to get started with live chat for sales? Why live chat is the missing ingredient in your sales funnel. Opportunity.
Surprisingly, PLG companies’ profitability has suffered more than sales-led businesses. Product-led growth (PLG) companies - those who educate & convert buyers with product rather than sales & marketing (SLG) - operate at about 5% to 10% less profitability than sales-led motions.
Sam Blond, Partner at Founders Fund, joined Matt Plank, VP of Sales at Rippling, to unlock the secrets to exponential revenue growth. For example, when Rippling started hiring more sales reps, it meant getting more leads as more emails went out. Instead of celebrating headcount, focus on growing efficiently in scalable ways.” .
And very few of you are doubling headcount, vs everyone in 2021. Eventually, efficiency in sales and marketing hits its limits. 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.
And often, if you are capital efficient, your marketing cost will be close to $0 at this point (you are barely spending anything to acquire most customers), and your sales costs are pretty predictable. Generally speaking, one Director of Sales can manage about 8 closers, account execs, max. Why would this be? Maybe 10 SDRs.
A nice sweet spot for a mix of inside and outside sales. #3. 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. And that’s up from 118% at IPO. #2. ProServ is only 3% of Okta’s revenues.
Last year, the company doubled its headcount, tripled revenue and landed on G2’s Top 100 Global Software list. . Keep in mind that Conversation Intelligence is the fastest-growing segment in sales technology, with much traction in the enterprise. Is there any value in transcribing inside sales calls to sales people?
Sales development, content marketing, & software engineering strike me as the workstreams that will benefit immediately. 1 BDRs are often mapped to AEs at 1:1 ratio & if we assume BDRs account for 25% of salesheadcount (the remainder includes AE, sales operations, post-sales, & management).
B2B companies have reduced headcount to a greater extent than at any time since 2020. The main challenges facing B2B startups today are decreases in seat counts as their customers downsize & slower sales cycles which creates volatility in bookings , which has caused more layoffs than an anytime in the last four years.
Pay sales reps on renewals (enough to keep them from overselling year 1). “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. .” — Sam Blond, CRO, Brex.
So what should earlier-stage companies do: immediately build out a big sales team or focus on product-led growth? Now they have sales reps, but still consider themselves PLG. Directly through sales teams. Unlike many sales teams, this one only engages with existing customers of a certain size. Here’s why.
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