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It’s an incredible look back on scaling and more: Colin Jones, first Chief Revenue Officer at Wiz. He actively approached the CEO to push for dramatically higher targets and accelerated headcount expansion beyond the original plan. Colin joined Wiz in February 2021 when the company was near zero revenue.
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. And in any sales-led motion, you are going to just need more sales reps year after year to scale. Even in a more efficient world.
But it scaled one up as part of its Enterprise product and platform. Hence, Twilio has a very high level of sales efficiency (and relatively small headcount). Then to sell Dropbox Enterprise, it added several. And Boxs revenues are now 99% through the sales team, from 01% when it started as a pure freemium product.
Sales-driven SaaS startups end up with about half their headcount in sales and marketing. Then, it sneaks up on you again as you scale and you realize you need to have about 1.5x-2x 2x the sales headcount you thought you did to hit the full plan for this year, and Q1 of next year. Sales doesn't. More on that here.
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. The fastest grower scales to more than 600 people in 30 months.
Today, we’re answering the question: how do teams grow as a startup scales? We can derive the table above if we look over the entire respondent base and bucket headcount by ARR. And at that scale or higher, CROs lead the go-to-market for more than 50% of respondents. But in sales, a CRO is often hired at the $20-50M ARR range.
Salesforce is doing it, Zendesk and Intercom are all doing it at scale. 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. It’s already happening. Everyone’s doing it and treating it as table stakes.
The Other Team Members section is cumulative with the prior headcount mentioned. And the scope might be even larger at an earlier stage company, but the scope/importance of most of these responsibilities dramatically increase as a company scales. What does the CFO own? So when do I need a true CFO?
From startup to $500M CARR, Spencer Burke, SVP of Growth at Braze, shares how Braze scaled a growth and customer success team. In this AI moment we’re in, there are still many moments in scaling a company where intuition still matters. You don’t have to leave as the organization scales. This isn’t new.
Post-PMF, the organization must evolve: it has to grow headcount and then manage that headcount well. As a business scales, the company benefits from a layer of managers to distribute the recruiting burden. It’s easy to miss that detail when building a headcount plan. On the left, there’s one.
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. >>
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%.
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.
NRR Holding Up at an Impressive 119% 100%+ NRR really can scale well past $1B ARR. 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. Most startups model about 5%-6% a year, and see that come down at scale.
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. You can’t scale a high-growth SLG-led model without more and more sales reps. The latest examples?
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% (!) Staying basically flat in headcount for 3 quarters while growing a stunning 50% (!)
Marketing engine getting more efficient at scale. SaaS leaders at scale often find their cost per acquisition goes up at scale, at they saturate the market, but Monday has gotten better and better here: #8. Like many tech companies, Monday added a ton of headcount in 2021. This slide below I found interesting.
And they will take at least a tiny amount to scale. I know your first 3 reps are scaled and are crushing it, all hitting 100%. 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. 22 heads /.75
HubSpot’s operating margins have scaled into the double-digits the past two quarters for the first time. 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. Including HubSpot. #4.
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%.
Some define it by headcount, typically around 200-2000 employees, and others by revenue, generally $10M to $1B annual recurring revenue. In rapidly growing companies, the headcount can go from 500-3000 in a matter of months. Why The Mid-Market Is So Messy The mid-market is hard to define. They’ll think it’s them.
A reminder scaling SaaS takes real capital. #9. 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. Aiming for Profitability in CY’24. It only grew 4.5% quarter-over-quarter. #11.
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.
Most businesses fall under a power law, where a small number of people run them, yet the company continues to add headcount and spread it out. The post The Secrets to Selling and Scaling in Vertical SaaS with Slice’s CRO Loren Padelford appeared first on SaaStr. Stop doing that—over-index on people who over-perform regularly.
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. Hire a VP of Sales to help you scale from three sales reps to 300 reps.
But it’s the $1M+ ones that are fueling the big numbers at this scale. 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%. Billion in ARR. They are growing 80%. #3.
As companies scale, they evolve, so how should marketing evolve accordingly to add maximum value? PST, Kady shares the ten things that change in marketing as you scale. PST, Kady shares the ten things that change in marketing as you scale. The reality is that a lot of things change as we scale. The answer isn’t simple.
Never let it be said that SaaS can’t generate a lot of cash at scale. #3. I’d argue No until you are at scale. But once you are at scale, they can have a massive impact. #4. Transition to Cloud takes time at scale. Transition to Cloud takes time at scale. Headcount up 7%, while revenue is up 37%.
Over the last few months, I’ve worked with customers who have seen an explosion in demand for their services and, as a result, have needed help onboarding new team members and scaling their customer experience. On the flipside, I’ve also had customers who are investing more in automation as they’ve reduced their headcount.
How do you ensure a great customer experience globally without adding a ton of headcount? However, that means there is a huge opportunity for businesses who are able to scale personal, effective support. The post Found in translation: How multilingual support helps you scale customer experiences appeared first on Inside Intercom.
You start making up for it in volume — with headcount. A related post here: 6 Things in SaaS That Are Only Obvious At Scale. 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.
And they will take at least a tiny amount to scale. But in theory, higher quotas should “pay” for specialization so in theory, this won’t impact headcount too much. Just scaling here alone will drop your sales efficiency 30%+ even if everything else stays constant. If you do small deals, reps may struggle to close $400k a year.
Last year, the company doubled its headcount, tripled revenue and landed on G2’s Top 100 Global Software list. . No doubt, Chorus provides this at scale. And some of the marquee customers include MongoDB, Gitlab and Qualtrics. . The funding comes at a point when Chorus is in the hypergrowth mode.
You might feel confused about where to begin, how to scale up, which mistakes you should avoid, and things you should consider before expanding. Now, let’s look at ten learnings that Dorian gathered while scaling Grammarly from a Consumer to an Enterprise brand with B2B offerings. Enter your email below for the latest SaaStr updates.
How do you scale a support organization without breaking the budget or killing the quality of the customer experience? Our belief in a modern support model will never change, but we’ve spent a lot of time iterating on how best to scale our support. Three options when scaling customer support. Automation. Self-Service.
And they will take at least some time to scale. That may actually be high, especially if you are scaling quickly and make a few hiring errors. In theory, higher quotas should “pay” for specialization so in theory, and this wouldn’t impact headcount too much. Third, multiply a yield factor. Not all reps will work out.
AI’s contribution to engineering productivity is 5x+ greater than other teams because of the scale of the gain & the company’s team composition. 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).
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. Hence, Twilio has a very high level of sales efficiency (and relatively small headcount). Maybe even forever, if you don’t want to build something really big.
And for Intercom’s VP of Sales EMEA, Sanj Bhayro , scaling is just what you need to invest in to ensure growth becomes as constant and linear as it can be. Sanj has plenty of experience scaling sales teams at growing businesses, and that’s precisely why, as of November of last year, he‘s overseeing EMEA sales at Intercom.
Grew Restaurant Locations 29% Year-Over-Year to 120,000 Perhaps the most important metric at scale. Only Grew Sales & Marketing Expense 12%, and Cut R&D (Product + Engineering) and G&A Expenses Toast has gotten to profitability by truly holding the line on headcount and revenue expenses. 5 Interesting Learnings: #1.
Keeping headcount flat got everyone to be more efficient. Samsara is scaling up sales faster now again. This is a theme we’ll see accelerate the coming months and year. Salesforce also just announced its accelerating hiring again. But you can be too efficient in sales.
In this week’s episode we’ve dug down into the podcast vaults to bring you some of the best insights shared by our guests about scaling sales. It’s no surprise that one of the key levers for growth as you go from startup to scale-up is your sales team. Tara Bryant: It’s funny you ask me that.
And they will take at least some time to scale. That may actually be high, especially if you are scaling quickly and make a few hiring errors. In theory, higher quotas should “pay” for specialization so in theory, and this wouldn’t impact headcount too much. Third, multiply a yield factor. Not all reps will work out.
Here are three ways to know if it’s time to invest in customer support operations (if you’re looking to scale, it probably is), and a few simple things your organization can do to get started. You’re not scaling as quickly as you’d like. Sound good? What is customer support operations? Baby steps, for sure.”.
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