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There’s recruiting and there’s people building. Almost equally to their ability to recruit great people. ” Without a big budget to get the best people, Henry believes part of the ZoomInfo difference has been recruiting good people that he then fostered and developed into great people.
5 Key Learnings from Scaling from 3 to 75 Go-To-Market Team Members in Less Than 12 Months The latest SaaStr CRO Confidential is out and Sam Blond did a great deep dive with Graham Mareno, VP of Worldwide Sales at Codeium. Create Compelling Economic Incentives For sales talent, compensation is critical.
Dear SaaStr: I’m Starting as a New VP of Sales. A new VP of Sales can add value immediately by focusing on a few critical areas that drive results and demonstrate leadership from day one: Assess and Support Top Performers : A great VP of Sales will immediately identify the top-performing reps and double down on them.
A strong sales leader is vital to any company hoping to scale. With this in mind, hiring for the Head of Sales role is one of the most important things a business can do. Unfortunately, too many companies focus on the wrong things when hiring their sales leaders, which can lead to hires that aren’t the best fit for the business.
In particular, hiring for your sales team is critical in an uncertain economic outlook. Additionally, sales professionals looking for a new role should choose their next company wisely. Great Companies Attract Great Talent Blond and Braverman have enjoyed successful careers as sales leaders in high-performing companies.
Nothing matters but recruiting and using your personal network. Sam Blond, CSO at Brex explains why recruiting, networking and employee happiness is the key to this playbook on recruiting your sales team. Sam Blond | Chief Sales Officer @ Brex. I’m doing The Playbook To Recruiting Your Sales Team.
Finding and recruiting top talent is consistently ranked as one of the biggest challenges for growing SaaS companies. SaaStr Annual attracts thousands of high-quality SaaS professionals across functions like engineering, product, marketing, sales, and customer success. Meet and Find Your Next VP / CXO!
Justin Welsh, former SVP of Sales at PatientPop explains how he started in SaaS in 2009 as the second sales hire at Zocdoc. Justin used Sales Culture to grow a successful PatientPop team to 140 employees and 55 million in revenue. Justin Welsh | SVP Sales @ PatientPop. I was a local salesmanager or regional manager.
In this week’s episode of CRO Confidential, host Sam Blond, Partner at Founders Fund, continues a mini-series on founder-led sales with Colin Zima, founder and CEO of Omni. The post SaaStr CRO Confidential: Omni Founder Colin Zima on the Power of Leveraging Your Network for Sales and Recruiting (Pod 658 + Video) appeared first on SaaStr.
Having learned from thousands of customers and prospects, Sarah Lash, Envoy’s head of enterprise sales, will talk about what it takes to guide and scale enterprise sales programs during an uncertain future. In my first six months at Envoy , I grew the sales team from six to 17. Combine Strategies To Drive Sales.
It’s the never-ending stereotype –– marketing and sales are eternal “frenemies.” However, this push-and-pull doesn’t have to be part of your organization as long as you hire and empower the right leadership. Tip Three: Better Recruiting. What I care much more about is growth rate –– that’s [sales and marketing leaders’] DNA.
We’ve talked a lot over the years about how not to hire a wrong VP of Sales — 70%+ of the first VPs of Sales don’t make it even 10 months. And figure out if they really are great: For your prospective VP of Sales, did her top 2 hires at least crush it and blow out their quotas ? Recruiting.
We’ve talked a ton on SaaStr over the years on how to make sure your VP of Sales and top hires really work out. We can pretty much summarize a lot of it into the following: Your VP of Sales should have lots of experience selling at your average ACV. for that type of sale. That they are the right ones. Ask who they are.
Whether you manage a team of engineers, a team of regional salesmanagers, or the company, your first responsibility is to hire and successfully manage the seven people who will form your leadership team. First, as a company grows, the most important thing is recruiting.
In the latest episode of CRO Confidential, host Sam Blond, partner at Founders Fund and former CRO at Brex, sits down with Ashley Kelly, VP of Global Sales Development at Rippling. For context – Ashley had previously helped Sam scale Brex’s outbound sales from $2M to over $300M in ARR as Senior Director of SDR.
We’ve talked a ton about How to Hire a Great VP of Sales on SaaStr, but I wanted to highlight a few VP of Sales “personas” that I rarely, if ever, see work out. Because again and again, many of your will hire this VP of Sales. Here are the types of VP of Sales that just never work out. Sales is hard.
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.
I've never seen a great VP of Sales hide from a miss. We’ve talked a lot on SaaStr over the years about how to hire a great VP of Sales — and how to course-correct if you’ve made a miss hire. Every great VP of Sales has 1 or 2 folks that wants to follow them from their last role. Nothing gets better in 1 sales cycle.
Leadership must communicate this objective to the entire company and ensure everyone works toward improving efficiency instead of simply bringing in more dollars. However, don’t this doesn’t mean that your sales teams shouldn’t bring in more revenue –– quite the opposite. The 2022 Economic Climate, Barriers to Growth, and Recruitment.
In this post, we’re featuring our RecruitingManager, Elizabeth Faddis! Priority projects are focused on enhancing the company’s recruiting strategy, processes, and programs to deliver on current and future talent needs. You recently started your RecruitingManager role at FastSpring, how are you liking it so far?
Either by yourself, or with a Sales Ops / Marketing Ops / Some Sort of Ops leader under you. Look for dashboards, strong project management, strong pipeline projection after $5m ARR. If you don’t see things getting more organized, that manager can’t scale. Inability to hire great Directors / managers under them.
A few factors that contribute to high-performing sales teams: High quota attainment. The best startups invest in their sales teams and work hard so most of the reps hit and exceed quota. Turning over a sales team is very hard on the organization. A great VP of Sales is worth her weight in gold. They have low attrition.
So one recent survey we did really brought out a healthy debate: does your VP of Sales really need to be a product expert? Many of the comments said it was more important a VP of Sales understand process and leadership more than the product itself. They often melt. I say, you just gotta know the product. At least a little bit.
I’ve been reminded of this question in several meetings lately where founders are doing pretty well, getting to and past Initial Traction, but with hindsight it’s interesting that the founder that took the CEO gig perhaps was better suited to a different role, say CTO or SVP of Sales or President or COO or SVP Product.
For example, a great Stretch VP of Sales might get you to from $50k to $500k a month in new bookings. To recruit the team and resources it takes not just to meet the plan this quarter, but the next one and the following quarters as well. Many first-time VPs just can’t recruit great managers under them.
They used the competitive advantage of recruiting out of the Midwest, where they knew the markets and the people better. As a manager, you have to do things differently. But if you know what success looks like in sales, support, engineering, etc., Half of sales and marketing resources might not exist in 24 months.
Scaling your sales team can be one of the hardest things to do in SaaS. What’s the best way to help your sales team navigate today’s changing markets and changing priorities? And what’s the right time to fill crucial salesleadership roles? 1 Buyers Expect Personalization in Outbound Sales.
And that means your initial leadership team often takes you faster, and further, than you might ever think. There are roughly 2 types of start-up management teams. The first type is the kind of management team hired by second+ time founders. Often folks they convince to once again be a VP of Eng or VP of Sales.
This happens with some regularity in SaaS, I’ve learned (and to be clear: I’m not talking about any company I’ve invested in, am an advisor to, board member of, etc – Because when it’s still a very small team, with no true management team … co-founders can kind of hack it to $1m-$2m in ARR together.
They hired their first VP of Sales with a wonderful pedigree and experience at some of the hottest startups. because they needed to rebuild the sales team. They rebuilt the sales team and closed some big deals. A good executive recruiter is like a real estate agent or matchmaker. A good recruiter is worth it.
But one of you has to lead on Customers/Sales/Marketing and the other likely on Product/Engineering for it really to work. Better recruiter than you. If your co-founder is a better recruiter than you, this is an immediate upgrade. Ideally, you are both strong recruiters in different areas.
A CRO owns and directs the strategy over a company’s revenue cycle, but there’s not a set standard for operational or management decisions: in addition to sales and sales development, they might be responsible for customer success, lead generation and pipelines, and even marketing and brand development. Is a CRO right for you?
Your investors and others will learn a lot more hearing about sales from your VP of Sales, your CTO co-founder … and not you. This also will make you appear to be a much stronger manager. Especially, don’t try to talk over your weakest VPs and managers. All-hands meetings, board meetings, whenever.
Brendon introduces his playbook to hiring the first VP of Sales from his experiences as VP of Sales at LinkedIn, EchoSign, Talkdesk and more. Learn the dos and don’ts to make the correct hire the first time and not rush into hiring the wrong VP of Sales, which can cost the company months or even years. Roughly 90%.
As he told me a few days ago, he has observed the lack of salesmanagement and sales execution skills as one of the most consistent deficiencies limiting the potential of early stage SaaS companies. Sales execution deficiency manifests itself at roughly the same time as product market fit.
At the same time, you want to give trust and power to people who recruit, and you do that by ensuring they understand what the culture is. The Difference Between Kind and Nice Hannah asks how you balance a culture of hiring for kindness with the leadership team’s intensity for hard work, ambition, and getting things done.
With over 70 million users worldwide, Zoho’s 50+ products aid your sales and marketing, support and collaboration, finance and recruitment needs—letting you focus only on your business. Outreach is the only solution provider to integrate sales engagement, conversation intelligence, and revenue intelligence into one platform.
Your best sales reps can close so much more than your average rep. Move the bottom 10% out and give the best leads to your top performer, and watch sales go up 20%. The best VPs of Sales design comp plans so the team never wants to leave. You should be striving for zero voluntary attrition on your sales team.
You need engineering, product in all start-ups — but in SaaS, even in the very early days, you also need sales, client success, true support, demand gen marketing, etc. Routine Sales. You gotta hire 2 great sales reps as soon as you can. This didn’t work well until I had a Great VP of Sales. That was me.
Some engineers by training, others in sales or product originally. But a few uniting characteristics of the very best: Relentless Recruiters. You have to be constantly recruiting the best. The best founders usually spend at least 20% of their time recruiting. Some ruthless with competition, some more zen about it.
I thought it would be worth drilling down deeper into each of them, and sharing the learnings and mistakes: 1/ Spending less time fixing things, more time recruiting senior folks to own them. No one spends enough time recruiting as it is, after $1m ARR or so. Yes, you can manage the sales team yourself. You can do this.
From $1m in ARR, and Then Forever After: Recruiting Great VPs. You need to learn to become great at recruiting. Why is my sales team less efficient at $20m ARR than at $2m in ARR? Many functions simply need more bodies to keep up with larger bookings goals, and inefficiencies come from that, especially in sales-driven models.
The role of a VP is to own everything required to hit the goals for a functional area – Sales, Marketing, Product, Engineering, Finance, or Customer Success. This includes: Recruiting the team. While the answer may sound obvious, I’m not sure it always is in early-ish stage start-ups. This can be hard. Hitting the number.
A head of sales that doesn’t recruit at least one strong rep in the first 90 days. A VP of Sales that has never done outbound, if they don’t take it on fairly early — they never really will. But the top VPs of Sales know you have to get it going soon. Never will. That hits quota or better. Never will.
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