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Dear SaaStr: From 0 to $10m ARR, At What Point Do We Start Hiring and Whom? From 0 t o $ 10M ARR, the hiring roadmap is critical because every hire has a disproportionate impact on your trajectory. But one small rule: once you even have 2 big customers, hire someone full-time to make them successful.
The competition for engineers is fiercer than ever — and that means that companies need to work harder than ever to attract and retain them. Everyone involved has experienced these struggles firsthand, and what they say may help inform how you treat the engineers on your team. #1. Focus on retaining your engineers from day one.
Or churn will increase, NPS will stagnate and decline, and upsell and revenue retention will be a fraction of what it could be. You’ll need more than 5–6 core engineers to go big. You will need a VP of Engineering to manage these processes, recruit and build the team, and make your product more secure and enterprise-ready.
Or churn will increase, NPS will stagnate and decline, and upsell and revenue retention will be a fraction of what it could be. You’ll need more than 5–10 engineers to go big. You will need a VP of Engineering to manage these processes, recruit and build the team, and make your product more secure and enterprise-ready.
200+ dedicated workshops and braindates with the best in SaaS, Cloud and AI, from intimate small sessions to 20-50 person workshops from the best Our CRO + CEO Poker Night where we bring 200 top revenue leaders together with CEOs and founders of B2B / AI companies attending Our 4th annual CMO Summit for top CMOs and the CEOs that want to meet them!
Customer count growing as fast as revenue — a good sign for the future. Some leaders like Slack have seen the same, but most Cloud leaders at scale with high NRR end up getting more and more of their revenue from their existing base, not new customers. Use overages to renegotiate contracts, not charge per event.
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. But I’ve found many great SaaS founders take longer, too long, to decide to hire the other VPs. Of Engineering.
These are all full-time jobs by $1m ARR. Fixing it yourself becomes the biggest time sink and excuse for not hiring there is. You end up spending all your time backfilling roles you should have hired. And even worse, you often sort of give up trying to make the hire. Less and you under-invest. More here.
They hire a VP of Sales who doesn’t want to sell or learn the product. You also don’t want to hire a VP of Sales who won’t carry a bag. If you joined a startup at $2M and wanted to get to $6M with reps doing $400k, that VP of Sales would need to hire ten reps. 90% of the time, sales falls when a founder steps out of it.
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. Strategy: To get started, identify playbooks that yield the highest revenue. The next hiring focus should be growth marketing. Hire a CTO and unify the entire data function.
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.
You have to see: A couple of good hires brought in Improvement on some metrics A big deal or two hanging out there, brought in and closed Things taken off your plate. More time may make them better if they’re already progressing, even if it’s just 10-15% in the first sales cycle. Hiring someone too junior. That often compounds.
Which role should you hire for first? For starters, your first hire should be someone who can complement your skills, someone who is strong in areas where you’re weak, but it goes much deeper than that. I am guessing it’s probably the hardest problem to solve, hiring a job, let alone at this level. And for good reason.
If you’re running a smaller digital business, you may find it challenging to hire great talent. If you’re facing challenges winning the best candidates for your roles, or if you have a small number of roles and every hire really matters, then don’t miss this episode of Growth Stage. to working for smaller brands.
Co-founder and CTO Dharmesh Shah shared with us how they got there — and the top mistakes they made — just 3 quarters after their IPO. We have someone that probably 98 percent of you know virtually or socially in some sense, Dharmesh Shah, founder and CTO of HubSpot. But of course, it wasn’t always quite that big!
Immediately told them to hire 50 reps in a different city, in a different city, and they did. The CEO was deferential because that was 10 times what he’d ever raised before, and did all of it. Jason Lemkin: 50 reps in a new city that you’ve never met, and hired in 60 days when you’re in the low millions ARR.
They’re able to actually swipe a credit card, and what starts off similar to a freemium self-serve product can turn into a six-figure contract in just a few months. It might even be months later that a VP of Engineering or a CTO or CFO realizes that they’re built on a new platform. The contract size grows.
But as time went on, we shared lessons, what best practices were in customer success and revenue retention and all these things are, right. Your core models for sales, for marketing spend, for hiring and engineering and product. And the best CTO I know in the world is the CEO. More likely than not, but barely.
For Slack, that was clearly the engineering and dev communities, who love new tools. How do you attract these different types of people and build the value for Slack going wall to wall inside of a large company versus a startup of 10 people or being siloed in the engineering department of a larger company? Here’s Rachel.
Last night I read this question on Quora : In general terms, what is the ideal size and make-up of a team for a pre-revenue SaaS startup? I think the second part of the question is more important. This can be a huge advantage, especially for a bootstrapped startup that can't afford to hire many people.
Last but not least, if your sales tax noncompliance gets too out of hand, dealing with multiple states’ sales tax laws means that 46 state departments of revenue can potentially come after you for back taxes. hiring in-house talent). For example, you hire a developer to move you over to an ERP like NetSuite. ” 2.
Hiring managers are also just trying to sell as well. Users come to us all the time and they say, Hey, this company looks awesome. Are they hiring? That goes to the hiring manager. And if you get hired, RepVue will actually pay you $500. And it’s easy to inflate that for companies during the hiring process.
I’ve learned so much … most importantly, I think, that I love being a fractionalCTO, a role that allows me to make use of everything I’ve learned and experienced over a long technology-focused career. What’s changing, rather, is the entity I’m delivering through – a new company called Crafty CTO.
Being an engineer can give you the upper hand as a CEO because you understand the product. Mallun Yen : So, you were an engineer by training and then you became an engineering leader, as the CTO of Webex, and then you became a CEO. The only thing about my background as engineer, I do not think I can be a CEO.
Before hiring, assess your current needs and hire as your company grows. Engineering Manager: In charge of planning, designing, and overseeing projects. They also manage finances and supervise one or more engineering teams. A higher revenue growth rate generally indicates positive business performance.
Well, we did the heavy lifting and highlighted a few here for you… “When to Hire and When to Automate” with Zapier CEO Wade Foster. Henrique and co-founder Pedro Franceschi founded the company as 22-year-old engineers in Brazil in 2017. At the time the duo had founded Pagar.me, a payment processor.
Discussed in this Episode: When to hire your first account executives Key traits to look for in early sales hires Structuring compensation for first sales reps Should you ‘hire the buyer’ to be your sales rep? 31:55 Hiring for grit, curiosity & determination. What does Joe look like at that time?
Today on the show, we’ve got Vishal Sunak, CEO and co-founder of LinkSquares, a company that applies AI to your contract. Sam Jacobs: Today on the show, we’ve got Vishal Sunak, CEO and co-founder of LinkSquares, a company that applies AI to your contract. Sam’s Corner [28:45]. Show Introduction [00:10]. What is LinkSquares?
Here are just a few topics that our RevOps leaders talk about in Linkedin posts, articles and podcasts: Revenue acceleration plans. A career in RevOps is a great way to help your career, and have a big impact on revenue. Asia Corbett Director of Revenue Operations, Postal.io. Fixing visibility issues in your sales org.
Gaetan Gachet : All right, so usually the way I start this session is I ask the crowd which revenue stage they’re in. So when I joined we’re pretty much pre-revenue. So you were the first sales hire. So my first sales hire was beginning of 2015. So over time, don’t hire resumes necessarily.
Tim has spent his entire professional career focusing on productivity, from Sybase to TLA-Tencor to Facebook where, over his six-year tenure (2010 – 2016), the amount of revenue per employee doubled to $1.8 I don’t believe any of that, in large part because I have to develop software for this stuff. million apiece.
If I look at where we’ve invested in companies, we’ve done a Series A where there’s no revenue and we’ve done a Series A where there’s mid-single digit recurrent revenue. It’s known that you can probably sell those first couple of contracts. ” That’s not proven. .”
After four months of an unprecedented global crisis, SaaS companies are bouncing back while product led growth businesses are trading at almost 2x higher revenue multiples they started with. Now’s the Time to Revisit Your Pricing. Don’t leave revenue on the table, drive growth by optimizing your pricing. Do you agree?
Eyal Manor – VP, Engineering @ Google Cloud. Eyal Manor: So I’ve been building SaaS services for over 10 years now in an engineering capacity, and just before we start can we get a sense from the audience, I know it’s kind of hard to see but who here is kind of in a technical hat? Join us for SaaStr Annual 2020.
While Baremetrics was fulfilling the desire for public transparency, internally the team was using Looker almost exclusively to track and report revenue metrics. Joel had what he calls “an honest conversation” with Buffer’s CTO Dan. Joel shares that at the time, the Average Revenue per Account (ARPA) was only $18-19.
That’s the advice, Petri Hollmén picked up on the more technical side of things from the opening session on Day 2 with Cal Henderson, CTO of Slack. Get marketing and engineering working together. He calls it engineered marketing. It’s when engineering & marketing blend together to create company growth. Full post. .
Here’s an overview of the series: Part 1: How to Categorize Expenses in a SaaS Startup v2.0 Cost of Revenue Let’s start with your Cost of Revenue. The gist of it is that Cost of Revenue includes costs that go into providing your Software as a Service. Jason Cohen breaks down the question in his Quora post.
In this episode of RevOps and Hops we discuss what revenue operations is, how long it’s actually been around, and why it’s become so relevant today. RevOps is a centralized function that helps recognize and align revenue from sales, marketing, and customer success. You need a RevOps team or manager focused on revenue.
Will Larson , CTO of Calm. Des Traynor , Co-founder and CTO of Intercom. On this episode of Scale by Intercom, we spoke with Farhan to learn more about where the future of customer support is heading, and how understanding customer behavior can help to drive revenue in the future. Janeen Uzzell , COO for Wikimedia Foundation.
This week on the Sales Hacker podcast, we speak with Chris Degnan , Chief Revenue Officer of Snowflake Computing, one of the fastest growing SaaS platforms in the world. Chris is a 20 year Silicon Valley veteran having launched the first part of his career at EMC before finding his way to Snowflake in 2013. What You’ll Learn.
When an engineer turned marketer helps position multiple companies to grow from, for example, $2 million to $70 million in 18 months, it's time to listen. 10 companies show you their positioning strategy How Superhuman achieved positioning by creating an engine Upscope's SaaS positioning lesson? This is not one of them.
This could be explained by the fact that it was women, more often than men, who had to step down and work part-time to take care of stay-at-home children during the pandemic. Then I got hired at a tech company in Lithuania before I knew what tech even was. I knew nothing about tech. That was my perception of tech.
At Hired, we started out with a transactional model that was—at the time—a super disruptive approach and one of our key differentiators. It would help us establish a more predictable and consistent income based on recurring revenue instead of one-time purchases. Recognizing Your Cue – Opportunities and Conviction.
Accurately forecast revenue retention and expansion. Through this work, it can drive new revenue opportunities. A health scoring system helps prioritize customer interactions, so your CS team can be more strategic with their time. Plus, they needed to more accurately forecast revenue retention and expansion. “We
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