This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
At SaaStr + AI Summit 2025, Jason Lemkin and Kyle Norton CRO of $1B+ vertical SaaS leader Owner (where Jason is on the board) did a deep dive on AI in Sales today. By the end of this quarter, team members who aren’t genuinely AI-curious should be let go. The 50/50 Team Is Coming Fast. And where it will be very soon.
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? When to hire them. Some classics here: How My VP, Sales Doubled Our Sales in 90 Days.
The 4 Things Most Founders Get Wrong About Marketing: “We’re a product company, not a marketing company” – The hard truth is that 9 out of 10 B2B companies spend more on sales and marketing than R&D. Better to hire for your specific needs and stage. These “five-five” CMOs barely exist.
Conrad personally runs payroll for Rippling’s 2,000 employees across a dozen countries as a “part-time job,” while UK companies with even small teams often spend 5-6 days monthly just managing payroll. This structure enables a seamless experience that starts when a company hires someone.
So let’s take a look back to a deep dive with the CEOs on what they learned building their first senior teams: ———-. As a founder/CEO, building your first managementteam is something that you often lose sleep over. Which role should you hire for first? And for good reason. One thing is the timing.
Hear from Duo Security’s VP of Inside Sales America on how to build a $2.3B salesteam. Jennifer Lawrence | VP, Inside Sales @ Duo Security. Today I’m going to start by telling you a little bit about me, a little bit about Duo, and then the secrets to building a killer inside sales org. Good afternoon.
For us, it’s about fixing this problem, serving the customer well, so a very service driven mindset, which I gave a talk on a few days ago here, has been a big part of Gusto and affected our hiring from the early days. The second is pulling more around values, and how we approached team building. Get tickets here. TRANSCRIPT.
I asked Aasif Osmany to share his learnings as a top-performing SMB VP of Sales, below. Together we combed through AngelList and found companies that we saw potential in, however, most were not hiring. I considered the four companies and chose Gorgias based on my experience with their team during the interview process.
Pomel focused his session on: Making your SaaS startup customer-centric: Hw event marketing has helped him integrate his engineering and salesteams. The critical role of product managers and ways to utilize them effectively. How many of you guys’ product rely on the highly functioning engineeringteam?
Jason Lemkin: You certainly can hire a whole content team and build 10,000 pieces of content, but I will tell you what I have always seen work is one incredible piece a week. Yes, there is the classic situation where a big company wants to give you a lot of money, but overwhelm your engineering resources. This always works.
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. You can have the great product and a great team, but the market of small or very niche.
Getting off the ground is one thing — an easy pitch of being an HR tech startup focused on improving hiring. Hiring is complicated, so you have to build a lot of software to get to $200M ARR. Now, over the next decade, they need to think about other things their customers do in hiring that aren’t done well and could be scaled.
They are hiring leaders, building teams, and attracting advisors in the US while devouring the SV SaaS playbook. AI is likely the next platform, dev tools are strategic given the scarcity of developers, cybersecurity is front and center for enterprises, and the data stack is still going strong. Proximity to customers helps too.
If your SaaS business has a salesteam, there’s no way to grow 100% year-over-year without also growing your sales leadership. In this talk, CircleCI VP of Revenue Jane Kim will talk about the 5 mistakes all new sales leaders make. Let me start by telling you about my first role as a manager. FULL TRANSCRIPT BELOW.
The fastest growing software companies in recent years all have something in common – they started with little to no salesteam. They relied on a great product, with a passionate userbase that helped kickstart an organic growth engine which sold the product for them. Yes, Slack started off with no salesteam.
I hope this post allows people and teams to safely talk about Product Judgment. If you ever had to face a Manager, Director or Exec as they make bad product decisions and you’re struggling to persuade them otherwise, this post will help you. It takes years to build, and therefore ranges from very weak to very strong.
Have you ever had a sudden realization that you’re spending more on sales and marketing than research and development? If so, you aren’t alone –– the median enterprise SaaS company spends twice as much on sales and marketing than R&D. So how can a CEO manage their marketing effectively?
He previously built the pre and post sales solutions team at mParticle from zero to supporting hundreds of enterprise customers. Should your salesengineers also implement the software? For us in the early stages, we went down the path of hiring a solutions person (in this case the person was myself!)
If you don’t have tickets, lock in Early Bird pricing today and bring your team! When you get that thing where you’re a rational person and you think it will be great and 99 out of 100 people think it’s bad, that’s when you have opportunity. I was a software developer, a product person. Get tickets here.
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. X sales force, X meta.
My cost-conscious lens (plus our proven outbound sales program) has served my company, Leadium, well. I am passionate about helping small to medium-sized businesses (SMBs) accelerate their growth with outbound sales. The SMB Decision: In-House vs. Outsourced SalesDevelopment. The Four Costs of In-House SalesDevelopment.
Their goal is to build a cohesive revenue engine with ever-growing disjointed parts. That’s why I’ve built out the Revenue Engine Framework to help drive you to success. And it’s not just for CROs; if you’re a marketer, SDR, sales rep, manager, VP, or CRO, this one’s for you. Simple right?
In this episode, Bob and I chat about his new book Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress. What is it about sales that makes academia hesitant to teach it? Bob wondered where all the sales professors were and discovered that perhaps as a profession it required more art than science.
They built one platform that does it all, but also made it simple so that these small businesses they wanted to serve, could actually use it to grow revenue without needing a developer that they didn’t have. ’ That’s what I got was one tweet from a junior product manager. But in consumer that just doesn’t work.
Almost every week, Iceberg RevOps’ founder Taft Love gets messages from executives and CEOs at growth-stage companies asking for help with their first revenue operations hire. These leaders are looking for the right person to own the implementation and management of their company’s go-to-market tech stack. Teams need to scale, fast.
Classic agencies don’t value the software enough to engender pricing power, develop fast sales cycles, or change the operations of their business to maximize the value of the ML innovation. Consequently, product market fit is weak. And they ought to develop that pricing power. Third, how to employ the labor force?
First off, just to be clear, I’ve never been a sales person. I’ve never even played a sales person on TV. All the points below have been pulled from startup salesteams that I think work pretty well (including the team at CRM software company, HubSpot). Building Startup SalesTeams. Yes, yes, I know.
As an engineer by training, in pressure situations he tends to “lean to the quant.” It’s an approach that’s served him well along the road to building the HubSpot salesteam, where he was CRO for nine years. That experience led to his bestselling book, The Sales Acceleration Formula. Mark Roberge knows which he prefers.
Henrique: So, we applied to YC with this VR idea, which, looking back, it was pretty bad, but at the time we thought it was great. It was, kind of, like a developer friend who had a startup, so they saw their transactions on the terminal. And we had a lot of experience with payments, and engineering, but with U.S.
Sales interviews are nerve-wracking. Not just for candidates, but also for hiringmanagers. You may have to pass on hundreds of excellent saleshires—it’s definitely frustrating. Prepare For Your Next Sales Interview with These 5 Pro Tips. Demonstrate the depth of your skills, not the breadth.
374: ZoomInfo founder and CEO Henry Schuck shares how he built a business from scratch and grew it into one of the most successful IPOs of the 21st century—and what it was really like…the good, the bad, and most of all, the ugly. If you think of this from a market size standpoint, there’s often this debate, is that good or bad?
The SaaStock team will be landing in São Paulo to run the region’s first Pan-Latin American SaaS conference, SaaStock LatAm. Meet Our Speakers… Patrick Arippol, Managing Director of Early Stage Investments, DGF Investimentos. Starting as VP of Sales, in less than two years he became CEO. Patrick Campbell, CEO, ProfitWell.
When it comes to launching salesteams in hyper-growth startups, few people have walked the walk as much as Maggie Hott. She “stumbled” into it, as she told us, first as one of the earliest saleshires of Eventbrite, where she stayed for four years, and then into Slack in early 2015 as the first sales rep in the Bay Area.
Being an engineer can give you the upper hand as a CEO because you understand the product. Not only for the product side, but for the sales and marketing side. 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. FULL TRANSCRIPT BELOW.
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 scaling salesteams at growing businesses, and that’s precisely why, as of November of last year, he‘s overseeing EMEA sales at Intercom.
Scaling the company’s employee base, salesteams, marketing, and operations—all while preserving its culture—has required a laser focus on first principles, smart processes, and effective hiring. Know who is the foundation of your product and build your product for that user (in Stripe’s case, developers).
The Team Matters More Than The Operating Model Snow’s greatest piece of advice is to choose your team wisely. He believes the team is more important than the operating model because you can have the best models in the world. But if you don’t have the underlying team and structure, it won’t work. They didn’t.
As they scaled, they radically changed how they did sales. They moved to a more traditional SaaS inside sales model, and they started shipping out these hardware devices, and only 30% to 40% of the customers would end up paying for them. And we’re about to add basically a team collaboration tier on top of the product.
And for your support team, using the right conversational support tool and framework allows them to maximize their resources, so they can focus on solving complex queries and building long-term customer relationships. But conversational support doesn’t just benefit your support team. Teams that benefit: Sales, marketing.
Kathy Lord, SVP of Sage People explains how asking hard questions, embracing feedback and making personal connections with your customers can move the sales journey from prospect to champion. And then we transition them to support and then we give them to the accountmanager and then we do their renewal. FULL TRANSCRIPT BELOW.
This is part one of a five-part series to help you develop the sales coaching approach that’s guaranteed to make you an unstoppable sales leader! 4 Steps to Approach Sales Coaching Carefully and Tactically: Use role perception to improve your sales coaching model. Commit to Being Relevant to the Entire Team.
Scaling a support team is challenging enough as it is. You’re investing resources in hiring and training the right people, tracking different metrics at different stages, adding more and more complexity with each increase in headcount, use cases, and customers. For Natasha, the answer is a resounding yes.
We surveyed and interviewed key people in our teams to understand how they worked and how they saw Intercom’s internal operations. Honest feedback can be hard to take, but it’s essential to develop the type of culture that encourages people to constructively criticize processes, leadership styles, or approaches. Paul: Yeah.
You are getting enormous levels of organic traffic … Full of enthusiasm, you rush to your salesmanager to check the sales status. And your jaw drops seeing you’ve got little to none sales from all of that traffic. You have to make consistent sales if you want to scale your business fast. No, I’m serious.
We organize all of the trending information in your field so you don't have to. Join 80,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content