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Co-founder and CTO Karim Atiyah came to SaaStr Annual to share how they got this rocketship … off the ground. ” This framework can be applied across every aspect of building and scaling a company: 1. “These individuals scale with the company and can grow into 10x performers.”
I felt part of your core job as CEO was to assemble a management team, not complain about how you couldn’t get it all done. Or couldn’t stand your CTO. I still believe a CEO should “do it all” in terms of building a decent management team first before hiring a COO. Hiring a strong COO between Management Team 1.0
Q: What makes a bad CTO? While there is no legal definition for CTO ?? or bright line between CTO and VPE, I’d suggest a start-up CTO really only has to do a few things — which are very hard: Assemble a small team (3–9) of very good engineers. So … a “bad” CTO is one that can’t recruit a strong “pizza box” team.
IME, rough order to make hires in: VPM: $0.2m He asked which to hire first. If you have a few nickels in the bank, and you somehow find a great VP a half stage or even full stage early, just hire her. Hiring is so hard as it is. Make the hire now. ARR VPS: $1-$1.5m More here: [link].
Perhaps the single most important thing you can ever do in SaaS, at least after $1m in ARR or so, is hire the best VPs you can. 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. You need to hire up-and-comers. Get on jets?
Dear SaaStr: What Makes a Bad CTO? While there is no legal definition for CTO or bright line between CTO and VPE, I’d suggest a start-up CTO really only has to do a few things — which are very hard: Assemble a small team (3–9) of very good engineers. That often were never anticipated and aren’t part of the job spec.
Dear SaaStr: What’s The Number One Challenge for Scale-Up Stage Founders? In SaaS, once you have even a few million in ARR, the #1 challenge is recruiting top-tier VPs and building a truly top-tier management team: SaaS products mostly don’t sell themselves. You will need a VP of Product to scale your roadmap.
Many companies believe excellent product design comes from hiring the best engineers and signing up for the latest software instead of building from the users’ perspectives. Stripe’s CTO, David Singleton, shares how they use a system of feedback, iteration, and fast shipping to create products that meet users’ expectations.
Our 10th Annual Meet-a-VC program to opt-in ahead of time, to set up VC-Founder matchmaking, Note: the above programs are only for Cloud / SaaS / AI founders and executives. Speakers share their playbooks on everything from achieving product-market fit to optimizing CAC:LTV ratios and scaling go-to-market strategies.
Q: What’s the number one challenge for scale-up founders? In SaaS, it is recruiting your VPs and management team : SaaS products mostly don’t sell themselves. You can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales. You will need a VP of Product to scale your roadmap.
Lately I’ve been working with 5+ SaaS companies all hiring their first VP of Product. And critically, most have a really strong CEO-CTO partnership. A few general learnings: A VP of Product that Reports to CTO / Engineering Rarely Meets With That Many Customers. I just see this time and time again.
Check out this week’s top blog posts, podcasts, and videos: Top Blog Posts This Week: Be Careful Hiring “Dualies” — Folks That Are a VP of More Than One Thing. SaaStr 565: Classic Episode: The Importance of Company Values, a Great Hiring Process, and Ownership Culture with Gusto Co-Founder & CEO Josh Reeves.
To convert an idea into a successful venture, startups need to be equipped to scale. Hiring a reliable team is an all-encompassing issue where startups dive in head-first but fail to optimize it for success. . Hiring an expert produces 1000x better results than someone with interests elsewhere. . Build an irreplaceable team .
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. Anyhow the one thing I learned, beyond getting help screening and hiring for these positions from domain experts, is to look for Flags. Why join a start-up?
Miguel Carranza, CTO at RevenueCat, shares ten learnings from firsthand experience in architecting an API & SDK that is currently on 5,000+ apps and has seen 3x growth Year-over-Year. . But at scale, people will use your API in crazy ways that you might not imagine, so some margin of the unexpected is unavoidable.
The first type is the kind of management team hired by second+ time founders. And if you are, you are going to naturally start off hiring up-and-comers to your first leadership team. That CTO that doesn’t quite have the traditional background. Then, they can scale almost infinitely. And that’s great.
You’ll need to hire aggressively to get to the next level and continue that rapid growth. But what roles should you hire for, and what will your org chart look like at each stage? You can find the full slide deck from David’s presentation on Slideshare. Positions Needed: FP&A Analyst, Accountant, HR, Ops, Recruiter.
Or at least where the co-founder CTO is a true equal partner to the CEO. You need to recruit a great engineering team. You’ve got to recruit a much bigger, and more expensive, engineering team in many cases. Unless again, you have a true CTO as well, that is also leading the company. But — Jobs had Woz.
Dan Robinson, current Advisor and former CTO at Heap , shares five essential learnings from nearly a decade of building a SaaS business. Register for SaaStr Annual and join 12,500 Cloud and SaaS Founders, VCs, and Execs at SaaStr Annual for three full days of workshops, sessions, and networking — all to help you scale faster.
in ARR, get to Initial Traction , we then realize we have to scale. Hire not just 1-2 reps, but 10. That it’s time to bring in someone that knows. But I’ve found many great SaaS founders take longer, too long, to decide to hire the other VPs. My CTO and dev team is building all the features we need.
An updated classic SaaStr guide on how to know if that new VP you worked so hard to find, recruit and get on board … is really going to make it. 4 Signs You Might Have a “Bad” CTO — Or At Least, One That Isn’t Going to Make It. SaaStr 574: 5 Scale-Up Mistakes for Startups with Dave Kellogg.
I should have camped in his office and literally never taken No for an answer. I had a great CTO, but I also needed a truly great VPE to scale past $10m ARR and deal with all those issues. Not finding a way to work through team conflicts better. Our CTO was amazing, but we didn’t work together as well as we should of.
Do you anticipate scale issues presently or in the future? Are specific technologies or platforms involved in your project? While the appearance matters, remember you are hiring the development firm primarily for its development skills, not its graphic design skills. cto , product , saas Or is your project a clean slate?
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 timerecruiting senior folks to own them. No one spends enough timerecruiting as it is, after $1m ARR or so. These are all full-time jobs by $1m ARR.
In fact, right after that we hired a roundtrip employee as our CTO in my first start-up and it was amazing. It was magical to have an A+ team member also be almost 100% scaled up his first day. Especially in tougher times, folks may be knocking on your door again. Roundtrip hires can work. Life changes.
The first 2 scaled reps you hire that hit plan (some may churn before then) get special training. They get CTO training. Without training, reps 3-10 scale more slowly, if at all. And they see the CEO sort of judging them for not scaling quickly. And the others perform so poorly vs. the 2 that are doing well?
Startups come in all shapes and sizes on various stages of a timeline, yet it’s not surprising how many have the same questions and concerns about how to scale from x to y to z, the right time to hire and fire, and how to keep a team motivated during hard times. But how do you find the pirates and romantics?
Jenn Knight, Co-founder and CTO of AgentSync, and Daryna Kulya, Co-founder of OpenPhone, discuss how different approaches have helped each brand reach its target audience and accomplish its goals, the potential of product-led growth, and how to scale growth strategies to yield desirable results. The Power of PLG.
Scaling a PLG company While it’s great to figure out a PLG model that allows you to scale your revenue with inbound, it cannot stop there. It starts at the beginning when someone interacts with your brand.” – Kim Walsh Hiring and collaboration for growth The product marketing team is the first function to hire for.
There are other reasons startups something do “Good But Not Great” or just OK, but that don’t lead to failure IMHE: Great CEO, Merely Good CTO. Can’t Recruit a Great VP Team / Only Able to Recruit Mediocre VPs. Some founders can do a lot on their own with a small team, but just never recruit great VPs.
If you’re running a smaller digital business, you may find it challenging to hire great talent. Larger technology companies can pay more, offer more benefits, and provide a more marketable brand on a candidate’s resume. Podcast Full Interview: Audio Listen online or find it on more podcast services.
Many teams got to come together and meet each other in person for the first time. Founders were able to recruit on-site. Fast forward to today, and there is an amazing amount of B2B-centric content out there, and many others have put together amazing events around the hard-learned lessons of scaling revenue and scaling SaaS companies.
But everyone hears from you all the time. Your investors and others will learn a lot more hearing about sales from your VP of Sales, your CTO co-founder … and not you. Regularly Ask Your Investors How Happy They Are on a Scale of 1-10. Spend more time with her or him. All-hands meetings, board meetings, whenever.
He joined StubHub as CTO, but didn’t get nearly as much equity as the other CTO — because he “wasn’t committed enough.” If your customers love your product now, hire reps. 10. “Your job as an entrepreneur is to find hard problems to solve.” ” A good reminder to us all.
Erica has led New Relic through massive growth, scaling the company’s enterprise business 10x since she joined the business pre-IPO. Erica will share the five critical steps (and some lessons learned along the way) for scaling in the enterprise. We operate at great scale. Hire builders who are experienced, strategic, and agile.
For part one of this Ask Me Anything session, Jason covers everything you need to know about hiring your first VP of Sales, what he really thinks about AI, what the future of lead generation in 2024 looks like, and much more. There are no Cloud magicians, and you can’t hire a PLG magician. Let’s jump right into the questions.
In my first start-up, there were literally only a handful of engineers who understood our technology. The best we made our CTO. But what if our CTO gets hit by a bus? He scaled up our technology in a way folks for years had thought was impossible. You find a way, or at least come close, to fill the gap.
It provides findings and recommendations intended to foster a mutual understanding between business and software leaders, shedding light on the current state of your technology and your team. This part of the report can go deep on how your software stacks up with respect to feature delivery, security, reliability, and scalability.
They’ll revolt when you make a senior or mid-level hire that as a group, they simply cannot suffer one day longer. He was literally the only person on the planet with the specific scaling experience we needed. It did work — we got the scaling done. You see this all the time. Everyone hated him.
The Ultimate Guide for Hiring a Great VP of Sales. Top Podcasts This Week: SaaStr 568: Mind the Gap: Balancing Growth and Efficiency in Tougher Times with Point Nine Managing Partner Christoph Janz. Balancing Growth and Efficiency in Tougher Times | Point Nine Managing Partner Christoph Janz. Top Videos This Week: 1.
Ode to the $100,000,000 Exit Dear SaaStr: Should You Hire Someone That Seems Good … But Always Job Hops? SaaStr 638: Lessons Learned in Scaling Your Team & Revenue from $1M ARR to $1B+ with Cloudflare CRO Chris Merritt 2. SaaStr 639: Scaling a SaaS Sales Team While Building Culture with Figma VP of Sales Scott Pugh 3.
HubSpot’s operating margins have scaled into the double-digits the past two quarters for the first time. A reminder of just how important being multi-product is at scale. We did a deep dive here with CTO Dharmesh Shah a little while back: And a few other interesting learnings: #6.
Answers from the CEOs of Twilio, Veeva, Amplitude, HubSpot, Gainsight and More What Your First 100 Hires Will Look Like Top Podcasts This Week: 1. SaaStr 666: Scaling a SaaS Startup to $1B+ ARR: Insights from UiPath’s CEO and Founder Daniel Dines 2. LIVE from SaaStr Europa 2023: Stage A – Tuesday 4.
SaaStr 559: Secrets to Building Your Marketing Engine To Drive Scale with Airtable CMO Archana Agrawal. Top 5 Mistakes Building & Scaling Global Product Teams | HubSpot GM & VP, Products Poorvi Shrivastav. with Jenn Knight, Co-founder and CTO of AgentSync, and Daryna Kulya, Co-founder of OpenPhone.
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