Getting the first sales hire right in seed-stage B2B SaaS – part 4 (pitfalls)

People can learn anything. And if you have ample runway and a strong organisation, you’ll have time and space to train them. But if you are running lean in search of p/m fit, it helps to hit the ground running.

Here are some of the profiles that often stand in the way of success.

1. The B/S artist

Salespeople aren’t universally good at selling software. But there is one thing they are usually good at selling. Themselves. Beware of the B/S.

2. The Bigco bigwig

The salesperson has done well at [insert name of successful Bigco]. But that was with a big brand and lots of support around them. Some folks make the transition from Bigco to early stage. But many struggle to be productive in the chaos. Approach with care.

3. The sparrow shooter

The salesperson was successful selling $5k deals. But your solution is $100k ACV. Playbook reflects deal size. Plan accordingly.

4. The lone ranger

The seller is a top rep and an excellent producer. But the best rep doesn’t always make the best sales leader. And if you pick someone who is a top producer as a first-time manager, make sure you give them lots of coaching.

5. The fish out of water

You are selling a highly technical solution to sophisticated buyers in [pharma/aerospace/defence]. But the seller has zero experience or context of your customer’s industry. Subject matter expertise can be learnt. And once you have an org, osmosis is a powerful thing.

But we are talking about your first rep or sales leader here. In which case, talking the language of your customers speeds things up. Massively.

6. The wrong calibre

The seller is too junior to establish trust with buyers. Or worse, too senior to want to roll up their sleeves. And then you have to recalibrate.

6+1 Bonus. The cart before the horse

The point of the seed stage is to develop and evidence product/market fit. To do that, you have to sell. But some companies just don’t have a compelling value proposition yet. And no salesrep is going to fix a weak value prop. Founders, this one is on you 🙂

Conclusion

At the early stage, the right sales rep or sales leader can transform your business. But getting it wrong can set you back 6-9 months. Worst case, it can be fatal to your startup.

I am not advocating that you shouldn’t take risks or give talent a chance. But it’s important to go into things with “eyes wide open”. The points above are big chasms to cross. So make sure you have time and resources to make that crossing – even if things don’t work out right away.

And enjoy the selling.