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Pre-Seed / Seed Stage (Pre-Revenue or <$1M ARR) At this stage, you’re compensating for high risk with high equity. Key hires like a VP of Engineering or VP of Product might get 1%-2% each. Senior engineers or designers might get 0.5%-1%. Senior Engineers / Managers : 0.2%-0.5%. Mid-Level Employees : 0.1%-0.2%.
We’ve talked a lot on SaaStr about how to make that critical hire: the VP Sales. Because you’ll lose not just some incremental revenue, but potentially far more. All the second-order revenue you could have had (6x the initial lost revenue). You’ll end up with a crummy sales team under a mis-hire.
One of the classic original SaaStr posts was on the Top 10+ Questions to Ask a VP of Sales Candidate. It’s a different world today, AI-fueled, often distributed and hybrid, and with inflation both in titles (CRO or VP Sales) and compensation expectations. Use this updated script for hiring that first VP of Sales.
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!
In our most recent episode of CRO Confidential , hosted by Sam Blond , Graham Moreno , VP of Worldwide Sales at Codium, shared invaluable insights on what drove this growth, the challenges they faced, and how other SaaS companies can replicate this success. Key Growth Drivers 1.
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.
At SaaStr APAC 2023, Scott Pugh, VP of Sales at Figma, shared how to scale these two sales teams while building culture. Pugh’s strategy is simple, albeit not always easy: Recruitment — how to hire the best talent to scale your sales organization. Let’s look at five tips to consider for successful recruiting.
Dedicated Slack Channel For Every Metric From the early days at Secureframe, they have had a dedicated Slack channel for every metric: every net new sale, every expansion, every churn, and every expense. Let’s use net dollar or net revenue retention as an example. By keeping very similar revenue goals in mind.
In SaaS, #1 most common misfire, with a bullet, is the VP/head of sales. It goes something like “You’ve Got to Get Past the Carcass of Your First VP of Sales” or “It’s The Second VP of Sales When You Really Start Selling” or variants thereof. Because in SaaS start-ups, it seems like the majority of first VP Sales fail.
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?
Brendon Cassidy, my VP of Sales wrote a version of this piece a while back. I though an updated version of this would be good for founders thinking about hiring a VP of Sales … VPs of Sales themselves … and VPs-to-be to read — Jason, ed. … 10 Rules to Being a VP of Sales in a Startup.
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 ).
No lead commit, or revenue commit. A head of sales that doesn’t recruit at least one strong rep in the first 90 days. A head of product that doesn’t take over the roadmap, and redirect the engineering team to do something better, faster and bigger. Something sounded off. His opportunity commit. ” Oh.
The list of problems is endless (this is one of the hardest parts of the job), but let me try to order a few of the biggest challenges roughly based on stage: Pre-Revenue: Finding a Truly Great Co-Founder That is Just as Committed as You. Then their collective revenues often only add up to Cappuccino money. It never ends.
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.
Someone great at something core you aren’t: Sales, Engineering, Marketing. Great at sales. Great at engineering. Somehow, find enough cash to make it 24 months to first real revenue. Even if on their own, they aren’t enough revenue to really pay for all that much. 50% of the job for a VP is recruiting.
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.
“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. In one sales cycle, or less. An owner will add more net new revenue than her salary. And you are better off without her. More on that here.
There’s a common thinking that sales teams should be relatively high churn. That the bottom 15-20% of the sales team almost has to churn each year, because it’s survival of the fittest. At Salesforce, at Box, the bottom end of the sales team churns out each year. First, do sales reps really compete with each other?
I meet with great VPs of Sales and Product in particular who are Ready. I’d like to recruit you to be a VP at one of my companies, but I get it. And another 6-12 to get any material revenues. Because you won’t have enough revenue just 12 months in … if you have any. It’s time. I get it.
I hear again and again from SaaS founders growing to $5m, $10m ARR or even more that they don’t need a certain VP — with the exception of a VP of Sales. Basically, in SaaS, everyone “gets” that they need a VP of Sales. To get to $5m-$10m ARR and beyond, we’ll need a real VP of Sales.
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.
The template is broken into six sections: People, Bookings & Revenue, Cash, Sales, Marketing, Customer Success. This section covers employee satisfaction, headcount, and recruiting metrics. Bookings and Revenue illuminates the company’s performance in closing new business (bookings) and recurring revenue.
A ways back, I asked Brendon Cassidy, VP of Sales at LinkedIn, Adobe Sign / EchoSign, and Talkdesk to put together his playbook for double sales. … How We Increased Sales Nearly 100% In One Quarter at HackerRank – Brendon Cassidy. They had significant recurring revenue and a lot of customers. Common sense.
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. Not just with buzzwords.
As the co-founder and CEO of Intellimize (acquired by Webflow), Guy brings a unique perspective from his journey through iconic companies like Microsoft, Yahoo, and Twitter, as well as his background in aerospace engineering. 15:41) Scaling Twitter’s ad business and managing hyper-growth. (26:54) Youre not alone. Why HG Insights?
She brings in even better reps, and the revenue per rep goes up. Or drives the engineering team to ship more features per quarter. A great VP of Customer Success in just a quarter or so decreases churn and increases accountrevenue growth. Sales growth slowly declines as she struggles to bring in enough reps.
In this episode of Growth Stage, we interview Lizzie Mintus Founder and CEO of Here’s Waldo Recruiting and host of The Heres Waldo Podcast about her thoughts on: The most effective recruiting strategies for SMBs. So during the intro, I kind of talked about how you run here’s Waldo recruiting.
Recruit diverse leaders The goal of hiring a revenue leader is to put gasoline on finding product market fit success. Whether in customer acquisition, the revenue growth spectrum, or elsewhere, know that you’ll need to find the bottleneck and apply enough pressure and attention to alleviate it and move it elsewhere.
Matt Schatz is SVP of Sales at WPEngine, responsible for defining and executing the global sales strategy. Matt has nearly two decades of senior leadership experience in sales and customer growth, specifically for technology companies with customers around the world including Bazaarvoice, CityVoice and Rackspace. It is hard.
In order for your car to run efficiently, you need every part of your engine firing on all cylinders. Your revenue organization works in the same way. Everyone on your team must meet their specific goals in order for your engine to operate efficiently. What is a sales performance dashboard?
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. Lead generation tools do change, but the basic motions of sales and marketing haven’t changed much.
Enough with the excuses for not having hired your real VP of Sales, or that VP of Engineering, or whatever. Hire a real recruiter. Hire more sales reps in the areas where they are profitable. Hire more engineers that can build features that help you close six figure deals. Not in April. Not by June. Get it Done.
Efficiency goes down in other places (sales efficiency usually, marketing efficiency often). Account expansion starts to work. The best mid-market and enterprise SaaS companies grow their accounts 120%-160% as a cohort, inclusive of churn. You can lose a top salesperson or engineer, and it’s still tough. This helps a lot.
A Rockstar engineer really is 10x better than the next tier. If you don’t think you need a great VP of Sales, Product, Marketing, Customer Success, and Engineering — then all that all that means is you’ve never worked with a great one. He or she doesn’t have to jump start the engine.
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.
But now they are back to picking the types of risk they like to take: Lack of A+ Engineering Team Risk. In SaaS, VCs seem to split two ways on the engineering team. Still, some VCs want to see at least one solid VP on the team, or at least, one solid manager you can scale under. The Googlers. The Palantirians. They want that.
You might have a few account executives and a sales leader in place; maybe some revenue and a handful of customers. The sales team costs real money, and the question before the company is: how do you know what quota plan to assign to the account executives? Stage 1: Management by Objectives.
In a fascinating workshop session, Miao shares his thoughts on how finance teams can contribute to company strategy and grow revenue. Strategic finance can be thought of as a project management function for your company’s underlying business model or a BizOps team that operates within a more financial lens. Sign up for free.
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. Recruiting is easier, but the things that don’t change are customers don’t care.
engineering); or. Able to close first $1m in revenues (sales); or. If the founder/CEO is a magician in one area, and is tenacious and driven, she or he can recruit the rest. If yes, how much, or to what extent? Able to architect and lay out The Next Big Thing (product); or. Why would anyone great join you?
Hello and welcome to The GTM Newsletter by GTMnow – read by 50,000+ revenue professionals weekly to stay up-to-date and scale their companies and careers. GTM 120: Avoid the AI Sales Skills Atrophy Trap with Peter Kazanjy Pete Kazanjy is a serial founder, and seasoned early stage Saas executive, advisor, and investor.
They are all avoidable : #1: Stepping Out of Sales Ok really this is mistake #1, #2, #3, #4 and #5. I see way too many founders, in the transition from founder-led sales to their first (or second) VP of Sales, look to get that time back. Instead, how they spend time in sales changes. And so sales goes down.
Back then, remote first was a recruiting advantage. Those were the innocent days with no customers, revenue, or responsibilities. The way the co-founders looked at the stages in the early days of no funding and a community-focus were: Step 1 – No sales or customers, only building freely available open-source software.
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