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But let me just make one suggestion if it’s early days: Don’t Forget the 20 Interview Rule, if you are planning to sell to the enterprise / businesses of any meaningful size. The 20 Interview Rule is simple: Before You Write a Line of Code, Interview 20 Real , Potential Customers. Not your friends. And listen.
Here are the key takeaways from part 1 of this interview. Reflecting on Company Outcomes as a Founding CEO We started with Brian flipping the tables a bit and asking Jason a question to kick off the interview: “I know this is a podcast supposed to be interviewing me, but do you regret selling your company?”
Selling for a startup is a completely different gameits scrappier, harder, and requires more creativity. Be very wary of hiring anyone at an early-stage startup who has never worked at one before. These experiences build the grit needed to succeed in a startup. Interview Enough Interview at least 30 candidates.
Don’t try to evolve into a compound startup later – Unlike conventional wisdom about starting focused and expanding, Conrad believes it’s “really hard” to transition from a point solution to a compound startup: “You kind of have to almost refound the company.” The advantages are substantial: 1.
I’ve interviewed 100s of VP of marketing candidates over the past years and I can tell you one think — it’s easy to spot the ones that won’t work out. They may be better suited from a startup further along, with a much bigger brand. But a new VP of Marketing will really only do 3 things. This is my #1.
Secrets to a solid interview: 1/ Interview your heroes 2/ Do an hour of research 3/ Write out 5 great questions + 5 back-up questions 4/ Listen, and ask +1 follow-up question on the great responses 5/ Share questions ahead of time. The other day on Twitter a CEO asked who they should emulate as an interviewer for their new podcast.
Your startup almost certainly isn’t a soft-landing place. Someone that wants to sell. Go deeper and really ask during the interview process. When you hire the perfect resume, make sure they still are, too. No matter how much you’ve raised. That’s somone that optimizes process and team and strategy.
Interviewing? One bit of advice: Please, please, actually research the company you are interviewing at. The other day I did a similar final, fourth round interview for a VPM. He completely misunderstood the value prop of the startup. He completely misunderstood the value prop of the startup. Or CRO or CMO?
Hire stretch reps if you want, but someone without any closing experience likely can’t close at your startup no one has ever heard of. Startups are a journey and you need reps that want to be on the journey. But if they say in an interview they “don’t really care about money” … well … they aren’t sales people. A bit more here.
Dear SaaStr: When Should a CEO Tell Startup Employees That The Company Is Going Under? I recently asked this of an candidate I interviewed that just went through the shut-down of a top-VC backed start-up. Everyone knows in a startup, even a big one. This isn’t to say everyone knows a start-up is literally going under.
Q: How old is too old to start a startup? Are You Interviewing 50+ Years Young SaaS Veterans? The post How Old is “Too Old” To Start a SaaS Startup? Let me try to add some practical answers: 1. First, you need to give it a full 24 month commitment to hit Initial Traction. 6 months isn’t enough. 12 isn’t.
Last week’s post on The Most Frequent Mishire in Startups generated the most comments on a post this year. Though the startup may have achieved product market fit, the company may not understand the fit. Over time, the startup’s growth demands a more specialized role. In particular, it was this section. Why is this?
Q: What is your advice for startup CEOs? But if you deep down aren’t sure you want to do this startup for 10 years, assuming it does even just reasonably well … then you don’t have the fire. Do more market research and especially customer interviews in the early days. The post What is your advice for startup CEOs?
It’s mission-critical to go multiproduct on time — too early is bad but too late is bad too We’ve written this up already a few times recently on SaaStr already as Jason did a deep dive on this just last week and Parker Conrad’s theory of the compound startup from SaaStr Europa is a masterclass on the matter.
Ask the founders this question when you interview them: How supportive has X person been as an investor? And there is bad behavior all over the place on these imploding startups. Because VCs not only meet hundreds of startups a year, but they also get probably thousands of random inbounds asking for investment.
Dear SaaStr: What Are The Top 5 Things I Should Know Before Starting a SaaS Startup? At least do 30+ customer interviews and really listen on if they’d paid for real, and then go validate that some more. The post Dear SaaStr: What Are The Top 5 Things I Should Know Before Starting a SaaS Startup? It’s never enough.
When you interview salespeople for your startup, do you consider their experience at a market leader or market challenger? Few startups have answered these questions at the early stage. These are two mental models that are useful in evaluating salespeople and matching them to the stage of the startup.
Q: What are some advice for people who want to create a SaaS startup? Do at least 20 potential customer interviews. A bit more here: Planning to Do a SaaS Startup? Don’t Forget the 20 Interview Rule. The post Are You Ready To Do a SaaS StartUp? Solo founders can work sometimes (see, e.g. Zoom, Twilio, etc.).
The engineering interview presents a unique opportunity to showcase your company’s engineering culture and values to potential new hires. After spending months interviewing at companies of various sizes and success, I saw firsthand the unique styles of interviewing and testing across our industry. We ship to learn.
From startup to $500M CARR, Spencer Burke, SVP of Growth at Braze, shares how Braze scaled a growth and customer success team. As an early startup team, you’re doing every job under the sun. We get lazy writing job descriptions, and taking shortcuts is a luxury most startups don’t have. But that was it.
Hire stretch reps if you want, but someone without any closing experience likely can’t close at your startup no one has ever heard of. Startups are a journey and you need reps that want to be on the journey. But if they say in an interview they “don’t really care about money” … well … they aren’t sales people. Hiring just 1 rep.
Force Yourself to Interview 30 Candidates for VP Roles Yes, 30. Use Screening Filters Create simple tests to weed out unqualified candidates before the first interview. It sounds like overkill, but magic happens when you commit to this. Youll stop settling for mediocre hires, and youll build a real pipeline.
If they dont ask good, curious questions during the interview process I say pass for that reason alone. "The " pic.twitter.com/1TSGIUwLRA — Jason SaaStr 2025 is May 13-15 Lemkin (@jasonlk) February 1, 2025 And a related post here: 90%-95% of Salespeople Won’t Make It At Your Startup. ."
So did startups. VCs funded startups in a day, with limited diligence, sometimes at 100x revenue for the hottest of deals. And startups … well, they moved pretty darn quickly too. What we used to do, from ‘05-‘19: Do 30 interviews per position, ideally. — Jason BeKind Lemkin #???????????? jasonlk) May 23, 2022.
In a recent interview, Sid Sijbrandij, the founder of Gitlab observed something about remote teams that I think is absolutely true. I’ve seen it in many of the remote/distributed companies we work with. He said: Remote forces you to do the things you should be doing any way earlier and better.
Codeium has emerged as one of the hottest AI startups, growing from 30 to 150 employees in just one year, with a valuation already exceeding $1 billion. I really liked this one and wanted to write up a few more learnings. Create Compelling Economic Incentives For sales talent, compensation is critical.
And what I wish I’d done better as a SaaS CEO: Force yourself to interview 30 candidates for each VP position. You’ll have to, to get through 30 interviews. After each of those 30 interviews — email over a note on your feedback. Do that extra podcast, that extra event, that extra blog post, that extra press interview.
If you’re a seed-stage startup, Michael shares the best ways for you to present your company to startup investors. Stand Out by Being Concise and Easy to Understand Michael has done over 2000 YC interviews, and the one thing founders don’t understand is that if investors don’t know what your company does, they can’t fund you. “The
And whatever you see as a flag during the interview process, is almost always 10x bigger once they join full-time. Everyone wants to give folks a pass here, and for sure, “startup folks” are passionate and often won’t stay 20 years anywhere. But at startups? Take risks in hiring in a startup.
As startups scale, effective sales implementation becomes the difference between stagnation and sustainable growth. After analyzing hundreds of sales organizations across startups, I’ve distilled the key pieces of advice that founders and leaders should keep in mind.
The speaker’s motivations have evolved over time, but initially, he was driven by a desire for meaning and a sense of guilt about selling his previous startup too early. Jason Lemkin has interviewed some of the best founders on his podcast, SaaStr Annual. He respects the founders he interviews more than he respects himself.
Especially in Bay Area-centric startups. But I’ve generally found that candidates who bash their prior boss in an interview tend to do it again at their next gig. It’s what drives us in part to be great founders and startup executives. It can be tough to hold your tongue. Be wary of too big a chip of the shoulder.
ServiceNow, Microsoft, and Amazon, plus nimble startups generating tens of millions in ARR with teams small enough to feed with a few pizzas all have benefitted. Interviewers also face a new challenge: developing golden standards to evaluate AI fluency. The new boast of 2025? 1 Fueled by AI.
Q: What are some top hiring tips for early-stage startups? Force yourself to interview at least 20 candidates for each open position. Reach out to folks that have worked at startups in your space that are a stage or two ahead. My top list: Hire an internal recruiter as soon as you are making 1 new hire a month.
Your startup is just getting off the ground. Knowing about the options ahead of time may help you figure out the right sales plan for your startup. By communicating this clearly at sales kickoff or during interviews, you can set expectations properly with the team. I’ve seen four stages in early stage software companies.
Hiring and Interviewing Tips: Jason emphasizes the importance of interviewing at least 30 candidates for a role and consulting with an expert in the field to interview the final candidate. This approach helps in identifying the best fit and avoiding future problems.
The other day I interviewed yet another other great AE who had recently become a Director of Sales. You know you’ll have to sell yourself at this startup? I interviewed several seasons VPs of CS in the past 12 months that didn’t believe in this. Ask in the interviews. Things really were easier for many of us in 2021.
PR readies articles and interviews. Second, the market perceived the startup as fast moving and innovative. I imagine this is how every founder fats on the eve of demo day. Launch day requires collaboration across teams. Marketing must prepare the story and materials. Engineering builds the product. SRE ensures it stays up.
Don’t Tell Them The 1 or 2 Slots You Are Free Instead, just tell them you’ll make almost anytime work for the interview. But if you start asking about comp before you even understanding the job … that’s a flag, at least for most startups and scale-ups. But maybe at the very end of the first interview. Ask about comp.
But I hadn’t really thought of them as a proxy for all SaaS companies until I saw the CEO’s interview from a few weeks back. So it’s less representative of raw startups, but more representative of overall enterprise and mid-market spend. The companies they own a majority of are collectively at $24B (!)
Hiring a VP of Sales Who Never Really Understands Your Product During The Interview Process Ok I know some even many will disagree, but I’m right here :). I see so many SaaS startups hire someone likeable, who can talk the talk on sales hiring and processes — but never really understands what you do.
As a startup, most people who come to an interview appear happy. You interview 30 people. If it’s a role you’ve never hired, find someone great at it and have them do your final interview. Can Early-Stage Startups Run PLG and Enterprise GTM Motions at the Same Time? How do you spot the ones who are burnt out?
If my startup has a 9 months sales cycle and the VP of Sales projects a six month ramp time, my startup is committing this error. Alternatively, a head of sales may be interviewing for salespeople who have a book of business already. What does this mean? Leads have been nurtured in that territory for a while.
Its the classic question for growing startups: when is the right time to bring sales and revenue operations (RevOps) into your sales process and should you? Dani Riggs, Head of Revenue & Business Operations, Accord But in reality, many successful startups dont follow this path. Where do sales and revenue operations fit in all this?
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