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IME, rough order to make hires in: VPM: $0.2m ARR VPS: $1-$1.5m ARR VPCS: $2m ARR VPP: $3m-$4m ARR VPE: $5m-$6m ARR CFO: $10m ARR COO: $20m ARR. He’d found several good First VP candidates, in particular, a strong first head of marketing and a strong first head of product. He asked which to hire first.
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. Check who they hired.
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. Finds a way to increase product velocity when inertia starts to drag you down.
Especially the money part. “Give the VP of Sales More Time” This is always terrible advice. If a VP of Sales can’t improve things in one sales cycle or less — she never will. As CEO, you need to find a way. Find a way. “I don’t need a real VP of Marketing … Yet.”
A mediocre tech team, a part-time CTO, or even just a decent CTO just doesn’t get you there. Wait until you find a great partner here. Finally you have great customers and traction — but you can’t afford to hire all the people you need to meet their needs. If you can’t do the time, don’t do the startup.
That you absolutely, positively, have to only hire “Rockstars” in your startups. A Rockstar engineer really is 10x better than the next tier. And yet … is it worth waiting 6-9 months to hire a VP that’s a true Rockstar, if you’ve struggled to make the hire? It’s true.
Did you hire a good enough VP? 4 part test: – who great did they hire in the first 60 days? – did they take part of the job off your plate? If they don't pass the 4 part test, they aren't good enough. Hiring your VPs as a founder is tough. – does the team believe?
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 Makes a Bad CTO?
Q: When should a bootstrapped startup hire a (CFO, COO, CMO)? How can a CEO hire those C-level positions for the first time as a CEO and entrepreneur? Here are some rough rules: You want a VP of Everything (Sales, Marketing, Product, Eng) by about $1m-$2m ARR. You probably have to hire them one at a time, a bit slowly.
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.
Dear SaaStr: When should a bootstrapped startup hire a (CFO, COO, CMO)? How can a CEO hire those C-level positions for the first time as a CEO and entrepreneur? Here are some rough rules: You want a VP of Everything (Sales, Marketing, Product, Eng) by about $5m ARR, and ideally, Sales and Marketing well before that.
As part of that, we wanted to look back at some of our most iconic content and sessions. One of the first what How to Hire a Great VP of Sales at the New York Enterprise Tech Meet-Up (thank you to John Lehr and Work-Bench for setting this up). I’m doing this thing for the first time. SaaStr is Turning 10!
Lately I’ve been working with 5+ SaaS companies all hiring their first VP of Product. That means often it’s not entirely clear who the first VP of Product should report to. A few general learnings: A VP of Product that Reports to CTO / Engineering Rarely Meets With That Many Customers.
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. Front-end, mid-end, back-end engineers of all sorts and types. Just pass here, nine times out of ten at least.
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’ll need more than 5–6 core engineers to go big. Q: What’s the number one challenge for scale-up founders?
but you can’t afford to hire all the people you need to meet their needs. If you can’t do the time, don’t do the startup. You have to love, or at least commit to, recruiting constantly. You have to hire so many functions in SaaS?—?VPS, VPS, VPM, VPP, VPCS, VPE, etc. You will have a Year From Hell here.
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 can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales. She can be your CTO forever.
Ok now that some time has gone by I can reflect a bit more thoughtfully here. My top mistakes as a SaaS founder/CEO: Not convincing the very, very, very best VPE I knew to join as our VPE. I had a great CTO, but I also needed a truly great VPE to scale past $10m ARR and deal with all those issues. Selling the company.
But I think the biggest, #1, mistake successful first-time entrepreneurs in SaaS make time and time again these days is they micromanage too long. I think it’s a byproduct, in part, of the fact that founders are just so much better these days. Engineering. Go hire them. In every single function.
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. But most of us are first-time founders, or close to it. But most of us are first-time founders, or close to it. The director that wants a shot at VP.
And if your team knows how to spend it, correctly — find a way to get them the capital they need to grow even faster than plan. And importantly, you need to spend more time with your existing customers (vs. But even if you’ve hired the world’s best VP of Sales … you can’t opt out of sales entirely.
You know how everyone says you'll never look and wish you'd kept a bad VP as long as you did? That when you make a mis-hire, you'll always look back and say you should have made a change 3-4 month earlier? A lot of classic SaaStr advice has been how to spot the best potential VPs. When to hire them.
An organization that has come together voluntarily to take on a mission, at least in part. They’ll revolt when you make a senior or mid-level hire that as a group, they simply cannot suffer one day longer. The three times it happened to me: A very senior engineer that we just HAD to have. Something organic.
Pick a few that work for you: Get That Key VPHire Done in Q1. Enough with the excuses for not having hired your real VP of Sales, or that VP of Engineering, or whatever. Hire a real recruiter. Drop other stuff to get this hire done. But anyhow — in January, find a way.
We then had our own mini rocketship, hitting challenges and being acquired, and then being part of an IPO. But I got to part of the management team and make mistakes, and work cross-functionally with the other leaders and managers. But I started to learn what it took to recruit, inspire, and yes fail a team. I’m still learning.
Should a startup CTO spend their time programming? Here’s a graphic from Socal CTO that illustrates the roles as they change over time: In its earliest days, a startup’s top need is often to produce a product. Hiring a hands-on lead developer might seem like the right move for an early stage startup. What does the role demand?
And he made an observation to me that I’d been thinking about for a very long time, but didn’t know how to express. And for the most part, these were incredibly stressful times, when I was very underpaid, overworked, and worked to the bone. Not just being part of something great — but, Being Great.
My general learnings: By 20-30 employees, you should have 1-2 good managers in place such that at least 50% of the company can run based only on weekly staff meetings, 1-on-1s, and “grab me when you need me-s” E.g., a great first VP of Sales that can just handle sales. You spend all your recruitingtime just on VPs and above.
But what they don’t have is a good enough founding team: Sometimes, if the prospective founder isn’t super technical, then the CTO/VPE isn’t really great. But great teams find great markets, so that doesn’t really matter}. At least an acqui-hire. As individuals, they are amazing. At least a single.
No one has time to have coffee with all of those folks. 2 “Give the VP of Sales more time.” You can’t always expect a great VP of Sales to double sales in 30-60-90 days. They know sales processes, objections, and timings, so they bring in a few deals in the pipe to close faster. Hiring someone too junior.
Goodness this is one of the toughest parts of scaling. I remember Aaron Levie, CEO of Box, and I discussed this at one of the SaaStr Annuals, when he lost his VP of Engineering. All I can tell you is this: First, if you hire great VPs, it partially takes care of itself. We’ve all lived it. I still live it myself!
But it turns out, the hardest part isn’t the Magic and the Impossible. The hardest part is this phase: the Possible, But Painful. If your VPE, or head of marketing, or someone key quits — you’re almost dead. But if you hire one VP after another, it will just take way too long. So first, buck up.
1: Don’t hire a VP (or anyone in the early days) that you aren’t 95% sure is great. Founders between a million and $250M are talking about lowering the bar for hiring because they aren’t sure if the person is great or they’re trying to fill a gap. If you aren’t meeting that many, you aren’t taking hiring seriously.
Dear SaaStr: Do My VP of Eng and My VP of Product Have to Be Technically Excellent? A Great VP of Engineering must either: Either have been a truly great IC engineer; and/or. A pretty good IC who still is a hacker and enjoys coding in their free time. This has been pretty much my experience.
At the beginning of December we had the idea that it would be cool to put together a "recruiting advent calendar" with job openings from within the Point Nine Family. Contactually is on the hunt for a VP of Engineering Referral bonus: $1,000 to the referrer and $1,000 to a charity of his/her choosing Tweet it!
Dear SaaStr: What Were Your Toughest Times Before Breaking Out? My toughest times: COO pulling out after signed term sheet — VCs then pulled term sheet. This of course was my fault — I hired the “wrong” COO. Not closing the epic VP of Engineering I really needed. I tried 5 times, maybe 10.
I wrote a piece some time ago here, a person favorite, about Our Year of Hell. When a bad hire at a key time, and some confusion on strategy, led us to our worst year ever on a Year-over-Year growth rate basis. At least some times. I know you may be tempted to spend all your time on sales when sales slows.
He had hired a recruiter to help him grow his team. But at some point in time, most quickly growing startups will need help forming their teams. One of my partners, Tim Haley, was a top recruiter in the valley for many years and having his experience and expertise has been invaluable. How to Pick a Search Firm.
As you try to hire up for your SaaS company, you’re going to be faced with a lot of choices and trade-offs. No hire is the perfect package. You can spend more time with prospects. Hire the smartest, bestest people you can. Do you take a risk on someone a little more junior than you’d like?
Internships have sparked millions of successful careers, and they can be a valuable talent pool from which companies can eventually hire full-time employees. Interns are a pipeline for full-time talent. Your company could be one of them by hiring ambitious interns. Recruitment Tips.
And that’s really good when you’re scaling part of the team that looks like yourself. So if you’re an engineer and you need more engineers, having a network of engineers is an awesome thing. You don’t know where to find them. You guys are awesome. You don’t know how to interview them.
Okta’s VP of Engineering, Monica Bajaj, and Senior Director of Platform Product Marketing, Priya Ramamurthi, share Okta’s playbook to PLG, developer experience, and Enterprise ARR. Adopt At the time of adoption, the user starts to feel confident about the product. Let’s start with product-led growth (PLG). I need this.”
Just go find the VP you need. Go find the VP you really need. I got the VPs of Sales, Product and Marketing I needed. I got the VPs of Sales, Product and Marketing I needed. But I should have taken a pause and just found our true VP of Engineering. You can miss a quarter if need be.
you don't know what to do: 1/ Spend more time w/existing customers. 2/ Hire 1 great VP. Those are good times indeed. But there will be times when almost all of just not only struggle … but are just sort of out of ideas. Spend more time with existing customers. Hire 1 great VP.
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