ian ✺’s Post

Director-level RevOps leader on the market? We work with a PE firm that has an opportunity with one of its B2B software portcos. I'd love to see if I can get you in there. Throw your deets into this form. I'll pass it along to the decision-makers and see if we can get you an intro. - Email - LI profile - 3-5 bullets about what makes you awesome Errything will remain confidential. Nobody monetizes this, fyi. Just trying to be helpful. Here: https://lnkd.in/gTS6fRpv #hiring #revops

Fastlaunchr has increased revenue x2.8 and profits from last year over x14 times with an average EBIT margin of 65%. Here our top 3 lessons: ❌ Niching down to software dev companies was an error. Easily 2 out of 3 founders at software dev companies come from a tech background. This means that we usually (I included myself) suffer from the 'I can do it syndrome'. This translates into absolute skepticism. Not only that, but securing projects its not that straightforward, it needs good networking, a lot of nurturing capacity, timing for capturing demand and good inbound strategy. And the last problem here is the volume. There are many software dev companies, but many more companies in the world. We were limiting ourselves. ⚠️ Hire Fast, Fire Faster. Dealing and having people. They can either catapult or sink the business if poor decisions are made. People are usually the most expensive thing in a business. and don't get me wrong, it's your fault if you end hiring someone 'incapable'. ✅ Focus on the problem you help resolve. This is something we have always done good, thinking in terms of the benefits and problems we would solve for our clients: get more leads. And not focus on, characteristics or features of the service, like, good customer support, email deliverability checks, etc.

Tech founders: "Crap, there’s not enough time to do all the things, but there’s also not enough time to recruit the people to do all the things…" Me (also a founder): "I got you." - Just filled a $250k OTE sales role for one client - Have hired 5 developers over the last 4 months for another client - Have closed 3 new clients in the last 4 weeks - Are running a c-suite search for a client who's worked with me for 2 years We don't mess around. Looking for a founder-led company to help you scale your founder-led company? You know where to find us.

A lot of people have been saying that relying on volume is the key, but I disagree! Volume can indeed bring in new business, especially via cold outreach. However, if you start thinking about hiring reps in bulk, you might be inviting trouble for your business. Simply hiring more sales reps won't help you achieve $1 million ARR in one year. Instead of just adding bodies: - Teach them to develop efficient systems. Focus heavily on product training and role plays. - Equip them with top-notch technology like Clay, N8N,Make etc. - Focus on strategies to maximize the productivity of your small team. How do I know this? Because I've observed the top sales teams here at MongoDB, and that's the underlying principle to their success. So, what steps will you take to ensure your business's success?

A post came across my feed written by a VP of Sales lamenting how he didn't feel valued by CSMs, or even know who they were, at his tech stack's vendors. Apparently, he contacted his vendors to check on contract status or on some administrative need and wasn't serviced in the way he believed he should be. To this poster's point, CSMs should take care of the little guy too, yet I'm wondering why said VP of Sales isn't focusing on Sales. Let your RevOps person handle vendor relations and the administration of your tech stack. That's why these specialists exist. Often, you wouldn't even need a vendor's CSM when you have someone internally/fractionally who's mastered the tool and how to admin it. I get it if you're too small or strapped for cash to hire a full-time Revenue Operations person. That's why I offer fractional RevOps and systems services to early-stage startups. But asking your VP of Sales to focus on anything but sales, especially in this environment, is distracting at best; and at the worst, is costing your company way more than hiring me would. #sales #vendormanagement #hashtag

Happy Thanksgiving Eve. 🍁 TL; DR -> We're going to open up an AE role for early '24. This job is not even formally posted yet, but thought I'd ask here first... who should we talk to?? About Chameleon: We're a Series A, VC-backed startup with a diverse and globally distributed team. Diversity is very important to me personally and to the company. It is a top priority in our hiring.   Chameleon is a product adoption platform that helps SaaS companies onboard and activate their users to drive fast feature adoption, retention, and revenue expansion- without dev cycles.  Our customers integrate Chameleon with the rest of their best-in-class PLG tech stack. We are mostly working with Product Managers, VPs of Product, and Product Marketing teams. Every month we are bringing on amazing SaaS companies (that we're such super-fans of) like Braze, Drata, Weights & Biases... to name just a few most recent ones. We're also helping many of our customers expand significantly- even inside their first contract term. About the opp: This is a great sales role for someone who loves building... and the hard but rewarding work of startups. A very good fit will be a little bit of a unicorn, I guess : ) • 2+ years closing in a SaaS sales role  • Ability to juggle lots of deals and details at a time- making it easy for buyers   • Technical seller (SC/CSM/Support mindset) • Both process-oriented... and adaptable/ comfortable experimenting   • Startup -> scale-up experience or have built something else up from scratch  • Curious about how things work + a desire to make them work better • Strong business acumen, ability to advise VP/ C-levels at big companies This is a product-led sales motion in that we offer free trial and self-serve options to get businesses started quickly on Chameleon in a way that makes sense for the buyer journey. * Since the role is not yet officially posted, please DM me... or tag someone I should connect with. Other sales team members are in NYC, Boston, LA, Cincinnati, Tampa, and Denver. This is a remote role with US-schedule prospect call hours. Will send a link to our application to anyone interested as soon as it is posted. Appreciate any shares of this. THANK YOU! *

🚨 IT Service Providers, I've been speaking a lot with your C-level & Managing Partners over the past few weeks. Some challenges that came up frequently: - Finding scalable and predictable ways to boost the acquisition of new customers; - Hiring Dutch (tech and commercial) Talent is tough; - Embedding Revenue Operations into the commercial organisation to fuel marketing & sales effectiveness and productivity. Does this sound familiar to you? Let's talk 😄

Discover what causes people to go to Google and start searching. Go before the intent. This is how you win. ___ I'm Nemanja, a B2B Tech & SaaS Growth Strategist Specialized in High ACV & Long Sales Cycles You don't need a CMO/VP in-house until you're around $5M-$10M in revenue You need me Ring the bell on my profile for more insights Or schedule a free 30-minute call (link under my headline)

Last week, I read a post from Lucas Price talking about the cost of a failed sales hire. It made me think of the cost of a failed tech team hire. Many of our partners have come after bad experiences with other software development companies. Imagine you decide to build or scale your product with a software development team, motivated by, let's say, low price or enticing promises and timelines. They start working and you start realizing some problems. You have no visibility. They are not transparent about the work being done. The timelines start to change, and everything gets delayed. You feel you are losing time. Then, you get some results, but they are nothing similar to what you expected, and the quality is lacking, to say the least. Bugs and faulty functionalities all over the place. You are frustrated, you have wasted time and money, and you are far from where you want to be. They say they'll fix it, and even though you no longer trust them, the sunk cost fallacy makes you stay. By the time you decide to walk away, you're back at square one. You still need your product developed, but you have lost several months and lots of money. Time to look for someone else to help you. Make sure you are properly evaluating the teams you will be working with. What seems inexpensive now could cost you a lot along the road. 

What is Revenue Operations? For many founders it is still a new concepts. In this blog you will learn: ✅ #RevOps definition ✅ RevOps goals ✅ The benefits ✅ How to start ✅ When to hire ✅ Hiring criteria ✅ Bonus: What to do when not ready to hire? Read more in our Revenue Blog https://lnkd.in/euRV5JtF