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
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.
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. No VP of Sales yetdont even think about it. Marketing : Likely no VP of Marketing yet either — unless.
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.
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%. Another way to think of this stage; the first 10 or so should probably get at least twice the equity of others for joining early, if they are mission-critical hires. Executives : 0.3%-1%
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.
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.”
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.
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?
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.
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’ll need more than 5–6 core engineers to go big.
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.
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.
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.
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.
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.
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.
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.
On top of that, founders are full of excuses preventing them from scaling. 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. So no, more time does not make a VP of Sales better.
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. It’s one of the biggest risks not just in the early days, but really just as you scale. Great VPs attract great directors and great ICs.
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. How do you scale PLG? How do you build a stellar developer experience and continue to scale when the user base skyrockets overnight?
And that’s really good when you’re scalingpart 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.
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.
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.
Founder CEO Todd McKinnon was VP of Engineering at Salesforce and left to start Okta in the depths of the last downturn. Seat Contractions Have Brought NRR Down From 120% to 111% While 111% NRR is still quite an engine at this scale, the drop in NRR from seat contractions explains a good chunk of the headwinds Okta has seen. #2.
Todd McKinnon, CEO of Okta, for the first time joined us at a SaaStr event, SaaStr Scale 2020. Customers believed in the early days — but many investors and potential hires often didn’t. But VCs and many potential hires thought the space was too small and simple in the early days. You scale with your brand.
And that’s really good when you’re scalingpart 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.
It means reducing choices amongst engineering teams and standardizing technology, so our team can spend as much time as possible delivering value to customers. Rich Archbold , Senior Director of Engineering, has been at the forefront of codifying and scaling this philosophy over the past few years.
Check out the line-up… “How to scale your engineering team” with Scality VP of Engineering Pierre Derome. How to give feedback to your teammates ” with Back Market Senior Engineering Manager Nicolas Tricot. How to set up a great hiring process” with Happn VP of Engineering Sebastien Preneta.
But with it comes immense benefits and competitive advantages such as the diversification of ideas, speedier product development, and representation in important regions and time zones. We got a chance to celebrate our initial public offering on the New York stock exchange back in September, which was a really exciting time for me.
SaaStr favorite Tomasz Tunguz of Redpoint Ventures was gracious enough to sit down with Nick Caldwell, former CPO of Looker and current VP of Engineering at Twitter. Nick has vast experience when it comes to B2B and B2C, which is why we asked them to share their best tips for growing product and engineering orgs from 0 to IPO.
As part of the run up to 2021 SaaStr Annual in the SF Bay Area Sep 27-29 , we’re taking a look back at some of our favorite classic sessions. (And You’ll find out tomorrow. Another piece of very, very good startup advice that I’ve given myself a hundred times is the “Do one thing exceptionally well.”
Prior to joining BetterCloud as our new VP of engineering, she served as a director of engineering at Twilio. We sat down with Brandon to discuss her vision for engineering at BetterCloud, her approach to building teams, and her advice to young female engineers. I’m a big fan of creating innovation time.
WorkOS CEO Michael Grinich, Developer Success Manager Betsy Calender, and VP of Developer Experience Zeno Rocha share how to price your product for developers, how to market it to developers, how to how to support them as they scale and use the products. Anyone who says the developer market is not strong is behind the times.
” In this episode of the SaaStr podcast, Aileen and SaaStr Founder Jason Lemkin take a deep dive on how Aileen finds deals, her tips for a winning pitch, and the state of VC in 2020. 347: Ready to hire your first VP Sales? You can see the full video here , and read the podcast transcript below. But haven’t done it before?
We’ll have some time. It sounds minor or technical, but if you want to due diligence on a human being, I get to do it a few 100 times a year. I used it in kind of my breakfast pre warm-up, the crazy times we’re in. From Satya from Homebrew, we just heard that seed’s at an all time high.
You’ll also learn how leading SaaS companies are able to scale and thrive in this complex, dynamic environment. Eyal Manor – VP, Engineering @ Google Cloud. They wanted real-time results. And the same customer challenges that we were being presented, which was: How do you scale? FULL TRANSCRIPT BELOW.
It’s a great time to be a founder. Let’s qualify that statement: It’s a great time to be a founder of a revenue-generating, venture-funded company. These are optimistic times. Scaling a founder remains the biggest challenge of all. This is how the company has grown big enough to hire people.
Every time I see a CRO that doesn't sell themselves, they fail. Every time I see a CTO that doesn't code themselves, they fail. Every time I see a CMO that doesn't market themselves, they fail. We’ve spend the most time on hiring a great first VP of Sales, but all the VPs are super important.
Pricing is an incredibly important part of any SaaS product’s go-to-market strategy. At Hired, we started out with a transactional model that was—at the time—a super disruptive approach and one of our key differentiators. At Hired , we help top R&D, engineering, and tech talent find jobs they love.
Today the State of Remote Work 2017 report revealed that 63% of people in product and engineering roles work remotely at least once per week, which is 21% more than the average. When breaking down remote work by company size, the report found that smaller companies are 2X more likely to hire remote workers than larger companies.
Today the State of Remote Work 2017 report revealed that 63% of people in product and engineering roles work remotely at least once per week, which is 21% more than the average. When breaking down remote work by company size, the report found that smaller companies are 2X more likely to hire remote workers than larger companies.
Being a part of those journeys is the number one driver for why I stay in management. It’sone of the reasons people enjoy working with me;that they know I’m going to give them a good, honest conversation at all times. For me, when I’m assessing good hires, I look for some key things that I think can survive any of those things.
Finding Opportunity Through Humility and Curiosity [07:50]. Kim herself is an incredible executive, and she walks through both professional lessons about how to scale a customer success organization, but also life lessons about how to reenter the workforce. Finding Opportunity Through Humility and Curiosity. We’re on iTunes.
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