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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. The 5 Key Elements of Codeium’s GTM Scaling Playbook 1. What is Codeium and Windsurf?
It’s an incredible look back on scaling and more: Colin Jones, first Chief Revenue Officer at Wiz. Rather than seeing this as a liability, Wiz leveraged it as a strategic advantage — even in its sales team. This practical, observable metric drove more decision-making than sophisticated dashboards or forecasting models.
The Best Speakers In The World With hundreds of sessions from proven SaaS leaders who have scaled companies to significant revenue milestones, SaaStr Annual offers practical, actionable insights you won’t find elsewhere. Sessions typically focus on real metrics, strategies, and lessons learned, not theoretical concepts.
Scaling to $150M ARR and beyond is no simple task. Back then, remote first was a recruiting advantage. Will this change as Grafana Labs scales? But they’re still one of the last remaining open-source companies at scale. All they sold was the visualization layer with no sales team. How did it come to be?
Pretty incredible at scale. Really, what you tend to see when you keep a stretch VP too long in their current role is flat metrics. For example, a great Stretch VP of Sales might get you to from $50k to $500k a month in new bookings. Leads and pipeline that flattens. What changed? A new revenue team. Be on the lookout.
The other day I saw a VP of Sales flame out and resign with no notice from a SaaS company doing $10m ARR growing quickly. The VPM giving their all to create leads, opportunities, and more. So I thought it might be helpful to brush off the topic of alignment between Sales and Marketing by updating a classic post on the topic.
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.
So just as supply chain logistics juggernaut Flexport was beginning to scale, founder CEO Ryan Petersen came to SaaStr Annual to share his top lessons — and mistakes. When building a list, try to define your potential customer as granularly as possible – size, location, industry, ideal buyer, sales process, technology stack, etc.
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. Metrics That Matter. In my first six months at Envoy , I grew the sales team from six to 17.
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.
It’s an approach that’s served him well along the road to building the HubSpot sales team, where he was CRO for nine years. That experience led to his bestselling book, The Sales Acceleration Formula. Or, even if they’re leaning towards the latter, they’re often not using the right metrics. A data-driven framework for scaling.
Imagine a coverage model, from end to end, for the full customer life cycle: from demand generation to sales to post-sales. Sales Cycle. This includes everything from inside sales to account executives to strategic asset allocation. Post Sales. Execution is not just a sales process. Land the account.
Metrics, Metrics, Metrics The first thing Secureframe thinks about is metrics. If you don’t know your key company or North Star metrics, talk to your investors or other experts to figure out what they should be. So they can take action on the metrics in real time if they’re going in a direction they don’t like.
We’ve written a lot on SaaStr on how to increase the odds your first management team is a success. How to hire a great VP of Sales (tons on that here ). What a great VP of sales really does. How to manage customer success. About recruiting and helping you scale. When to hire her (more here ).
When you think of scaling up, many things may come to mind, like hiring, culture, marketing, and sales. But what are the essentials of scaling up, and how do you navigate obstacles along the way to function as a high-impact organization? The go-to-market segment worked together on key metrics across the revenue board.
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 scalingsales teams at growing businesses, and that’s precisely why, as of November of last year, he‘s overseeing EMEA sales at Intercom.
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 should already know your MRR, cash burn, NPS, all your key metrics almost immediately after the month ends. List your top few key metrics (MRR, growth, cash burn, NPS, etc). Your investors and others will learn a lot more hearing about sales from your VP of Sales, your CTO co-founder … and not you.
Jason recently opened up an AMA on Twitter Spaces to answer questions about scaling from $1M to $10M. We did a good AMA on this scaling at SaaStr Europa in Barcelona, a couple weeks back. That will scale, and then take those emails after four great pieces of content and do a weekly webinar and do a weekly get-together for them.
Agile principles can be a North Star for time-strapped support teams, helping them to keep the customer’s needs at the heart of their decisions so they can provide fast, personal support at scale. For many support teams, CSAT, average response time, and time to close are key metrics for assessing support team performance.
With Dreamforce and SaaStr Europa and Scale behind us, little tiny Team SaaStr is 100% focused on 2020 SaaStr Annual. The headline metrics: 15,000+ attendees. On everything on how to get more leads, do ABM right, work with mentors, build a world-class CS team, and so much more. Recruiting Fair. 4,000+ CEOs. 1,000+ VCs.
Check out this 2018 Europa session with Guillaume Princen, Head of France and Southern Europe @ Stripe, where he talks about the metrics you need to be focused on in your startup. If you don’t have the time to watch the whole session, here are the main metrics you should be mindful of. MRR, obviously. We talked about churn.
Or she brings in more leads for the same budget. A great VP of Customer Success in just a quarter or so decreases churn and increases account revenue growth. It’s hard enough just to maintain KPIs and metrics as you scale. Sales growth slowly declines as she struggles to bring in enough reps. This is hard.
So I always have to pass here, no matter how good the metrics look today. “Quarterly MRR”, 100% Gross Margins, and Other Crazy Metrics. But if your metrics make truly zero sense, to me, that’s a flag. Gaming the metrics doesn’t help here. You’re in sales. Recruit the VPs?
A ways back at SaaStr, we did a post “If Your VP Sales Isn’t Going to Work Out — You’ll Know in 30 Days” At first, so many VPs of Sales I know hated the post. A great VP can’t always double sales in a month or two. Shares the key metrics they plan to improve. They can’t recruit.
They talked about product adoption, sales alignment, freemium models and lessons they have learned throughout their successful SaaS careers. As two CEO who love the art of sales and scaling, this one really was special. And now it’s all about like, can you really scale and execute? Dev Ittycheria : Thank you.
However, when researchers at UC Berkeley and Stanford explored growth at more than 3,000 startups , their key finding was that premature scaling was the most common cause of failure. Given that the primary metric we measure growth in is revenue, it follows that sales feels growth more acutely than almost any other function.
They discuss Sam’s learnings at Founders Fund, what the 2024 playbook looks like, hiring and motivating sales teams, and a handful of audience questions. Higher than he imagined in terms of the founder quality bar and, the stage of the business, and growth and efficiency metrics. On the sales side, people hired way too much.
A VP of Sales and Success A VP of Sales and Marketing A VP of Sales and Anything Else. Is usually not really a VP of Sales. I don’t know about you, but I’ve had to recruit a lot of types of folks over the years where my domain knowledge was limited. I’ve had to recruit Ph.Ds. Not really.
379: From how many reps to hire, to compensation models, here are the top 10 mistakes founders make when hiring their first sales teams and how to avoid them. Announcer: In today’s SaaStr Insider, SaaStr CEO and founder, Jason Lemkin, shared the top 10 mistakes founders make when hiring their first sales team.
I really appreciate you coming to talk about how to attract, hire, and build a more diverse sales team in your organization. So I’ve been building top-producing sales teams for a really, really long time. So over the years, I’ve watched many sales leaders go out and say, “Brian’s my top producer.
I bet the freemium metrics appeared good, with positive growth and solid conversion rates. Because at this scale, there will be room at the bottom. But then the leaders break through, achieve Scale, and the outlines become clear. Harder to Recruit. You’ll have to develop a very lean sales culture.
An open discussion with Sam Blond, CSO at Brex, and Kristen Habacht, VPS at Atlassian, about adjusting their sales process during Covid-19. Kristen Habacht runs EDR sales at Atlassian, which I got a check today, $40 billion-$50 billion company. She manages a huge global team. Four, people in the sale? Jason Lemkin: None.
Especially when some other crappy company just got funded last week with worse metrics. They see it as a key differentiator to win as you scale. You never have a perfect management team until you are at $10m+ ARR, at the earliest, in 98/100 cases. Or their friends got 7 term sheets with good-but-not- as -good companies.
So read on, and hopefully, your SaaS sales journey will be less about trial and error and more about steady progress toward success. Whats important to note is that each model targets a distinct customer persona and, therefore, has a unique approach to the customer journeyfrom brand awareness to sales and, ultimately, conversion.
Maria and Anthony present the CEO and CMO playbook of how the CEO and CMO can partner with other members of the team to grow sales and marketing. Maria : I mean, I’ve talked to over 60 recruiters. So I think that’s contributing to this importance of kind of investing in marketing and sales. Maria Pergolino | frmr.
Inspired by the release of our book Intercom on Sales , we wanted to take a fresh look at three big topics – speed, automation, and growth. We wanted to know: what are sales leaders doing to bring velocity to their sales cycle? How are they using automation to bring new efficiencies to their sales orgs?
It can be easy to consistently double revenue if you’re an early-stage company, but as you scale up, sustaining that becomes more difficult. SaaS Growth and Operational Metrics To Track One of the best ways to ensure that your SaaS operations are on the right track toward high growth is by tracking key metrics.
Daniel, you grew to 3 million in ARR before you hired a VP of Sales. You had all the reps and SDRs reporting to you, managed it all yourself. How’d you manage all that? Daniel : We followed a lean start up approach to building our sales process. An engineering team and the sales team was me with a laptop.
Regardless of what stage you are in, he provides a framework to systematically approach this stage and what you should focus on to get to scale faster. We are screwing up the scale. What is sales? What is sales? Isn’t sales really around customer value creation? Join us for SaaStr Annual 2020.
Rick started Guru in 2013, after successfully founding Boomi (a cloud integration and data management company) and selling it to Dell. He joined me for a conversation on tackling issues that come up as you scale your customer experience. When scaling your customer experience, remember AI can’t simulate human empathy.
A little over a year ago, I got the opportunity to start a new team within our sales organization – a team of Relationship Managers dedicated to growing our current customers at scale. The opportunity emerged out of a shift in how we practice sales. Starting a new sales team is not unlike doing improv.
The company scaled from a hundred people to 800, last I know, but it changes every day. We took the series A, interesting enough, the first executive hired by, thanks to the sales coaching, actually was marketing. Growth for us is about massive scaling and hiring. Bobby Patrick: Right. Luciana: It has been quite a journey.
I started a software company in college to make it easy to update websites called Content Management Software Now, and I had this idea for Pardot, I wanted to make it easy for marketers to run campaigns online and measure their results. SalesLoft, why was that Pardot, I tried to recruit this guy, Kyle Porter, to come run sales at Pardot.
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