Lizzy Viera (McNaney)’s Post

Interesting discussion on how to lay the basis for growth for B2B.

I've hired 15 AEs this year 🥳 With a 90% close rate. Here's how: 1. 𝗜 𝗱𝗼𝗻'𝘁 𝘄𝗮𝘀𝘁𝗲 𝘁𝗶𝗺𝗲. We do two rounds (I wouldn't do more than three). Average time from first contact to offer is 10 days. Candidates don't want 4+ interviews spread over multiple weeks. 2. 𝗜'𝗺 𝗰𝗹𝗲𝗮𝗿 𝗮𝗻𝗱 𝘁𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁. I'm an open book. Especially with all questions candidates ask. I don't sugar coat things and am real about the opportunity and challenges. 3. 𝗣𝗲𝗲𝗿 𝗶𝗻𝘁𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝗼𝗻𝘀. If the candidate is up for it I introduce them to another AE for a casual, non interview chat. They can pick if the person is new or more tenured. 4. 𝗔𝗻 𝗮𝗺𝗮𝘇𝗶𝗻𝗴 𝘁𝗲𝗮𝗺. My recruiter, managers and AEs are all high performance and high EQ. We're highly competitive but also very professional, respectful and team players. This is the environment high performers want imo. 5. 𝗔 𝘄𝗶𝗻𝗻𝗶𝗻𝗴 𝗰𝘂𝗹𝘁𝘂𝗿𝗲. Strong Repvue and Glassdoor scores. 70% or more of the team hitting quota. Monthly quota (with monthly accelerators). A strong partnership between finance, revenue operations and sales for building a motivating and exciting compensation plan. Hiring (𝗮𝗻𝗱 𝗿𝗲𝘁𝗮𝗶𝗻𝗶𝗻𝗴) talent is the 80/20 of building a winning sales org. So make sure your candidates are getting a world class experience. - Mike G 👉 Join 100s of sellers who've gotten The Best Sales Course here: https://lnkd.in/gP_-mVXR

There’s no reason to be slow when hiring for sales. The opportunity cost is so obvious. Let’s say an AE or Client Partner has a $250k quarterly quota. One month should bring about $83k. If the current structure can’t cover the leads or the book effectively (which is fair - otherwise, why would you hire?), we can assume that at least a portion of the potential revenue is being lost. Now multiply that lost revenue by the number of roles on hold or delayed because of low recruiting / interviewing capacity. The extra revenue can easily offset the investment of bringing in recruiting partners or adding internal resources. Unfortunately, that point of view gets hidden beneath the numbers of hiring engineers or designers, where the economics are not as clear, and more engineers do not always equal a better product. So GTM hiring gets the short end of the stick. The closer the hiring metrics are to the money, the better. 

The 𝐇𝐞𝐚𝐝 𝐨𝐟 𝐒𝐚𝐥𝐞𝐬 is a critical hire for early-stage B2B SaaS companies looking to build a professional sales process and prepare for scaling their sales team. With such high stakes, getting the hire right the first time is paramount. So we made a scorecard for hiring sales leaders complete with interview questions! 🎯 𝐎𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐌𝐚𝐤𝐢𝐧𝐠: Minimise biases and make hiring decisions based on predefined criteria, ensuring fairness and attracting diverse candidates. 🎖️ 𝐑𝐞𝐝𝐮𝐜𝐞𝐝 𝐫𝐢𝐬𝐤 𝐨𝐟 𝐡𝐢𝐫𝐢𝐧𝐠 𝐦𝐢𝐬𝐭𝐚𝐤𝐞𝐬: A systematic process for candidate evaluation, promoting objective and consistent assessments. This guarantees that all candidates are judged against the same criteria, minimising the risk of costly hiring errors. 📊 𝐀 𝐭𝐞𝐦𝐩𝐥𝐚𝐭𝐞 𝐫𝐞𝐚𝐝𝐲 𝐭𝐨 𝐛𝐞 𝐮𝐬𝐞𝐝: The scorecard comes with everything you need to start hiring today, including interview questions and evaluation criteria. 🔗https://lnkd.in/d9WxjKFU #scorecardMonday #hiring #HR #TalentAcquisition #HiringScorecard #Wisnio #WisGPT

Hiring a SaaS VP of Sales? Check out our VP of Sales hiring scorecard with key objectives, requirements, competencies and more, including a behavioural interviewing guide with interview questions and what to look for in candidate answers. The scorecard helps you: 🎯 𝐎𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐌𝐚𝐤𝐢𝐧𝐠: Minimise biases and make hiring decisions based on predefined criteria, ensuring fairness and attracting diverse candidates. 🎖️ 𝐑𝐞𝐝𝐮𝐜𝐞𝐝 𝐫𝐢𝐬𝐤 𝐨𝐟 𝐡𝐢𝐫𝐢𝐧𝐠 𝐦𝐢𝐬𝐭𝐚𝐤𝐞𝐬: A systematic method for evaluating candidates, promoting objective and consistent evaluations. This ensures all candidates are evaluated based on the same criteria, reducing the risk of costly hiring mistakes. 📊 𝐀 𝐭𝐞𝐦𝐩𝐥𝐚𝐭𝐞 𝐫𝐞𝐚𝐝𝐲 𝐭𝐨 𝐛𝐞 𝐮𝐬𝐞𝐝: Each scorecard includes everything you need to start hiring today, including interview questions and evaluation criteria. 🔗https://lnkd.in/dCQBTCXy #scorecardMonday #Recruitment #HR #TalentAcquisition #HiringScorecard #Wisnio #WisGPT

I've said it before and I'll say it again: Recruiting is a revenue-generating function. Recruiting and sales are two sides of the same coin. One side is the first face your customers see and the lifeblood of your revenue engine. The other is the first face your candidates see, the lifeblood of the engine that enables you to even have customers...and something to sell them. So treat your Recruiting team like a sales team. - Invest in training and enablement Recruiting at the same level you'd invest in a sales team. - Prioritize excellent customer (candidate) experience like a sales team. - Measure Recruiting with proper metrics and targets like a sales team. - Invest in technology - automation, CRMs, prospecting, recorded calls, AI transcripts - like a sales team. - Hold to high standards when hiring your customer-facing (candidate-facing) employees like a sales team. A good Recruiting function, like a good sales team, can be a major catalyst for growth. Viewing Recruiting through a sales lens is the surest way to up-level the talent in your organization.

Almost all founders (including myself) make dumb decisions with their first sales hires. My personal track record includes - Hiring too early (three times); - Hiring big-co salespeople to do early-stage sales (twice); - Hiring SDRs without a proper playbook and onboarding (once); - Hiring a head of sales when SDRs are not yet producing (once); To help fellow founders avoid some of the mistakes, team Wisnio built a practical evaluation scorecard and interview guide you can follow to make better decisions when hiring your first Head of Sales. Hope this helps.

There is a high demand for top sales pros and these technology roles are some of the toughest jobs in sales. To learn 5 tips that will increase your chances of finding and hiring the talent you need to be successful, read https://lnkd.in/eYuxKDYP

What's the number 1 reason a sales team doesn't sell? It's easier than you think... Time. People buy from people. Established sales people bring networks because they’ve earned trust. The good ones have a selling process. That does not mean they will sell your product. You still need to listen and adapt to market feedback. The others do well with particular products and brands. They don’t have a process yet. If you hire them, you must have one. The average sales person hits peak performance in years 2 to 3 (Xactly). The average tenure of technology sales people is 18 months (HubSpot). When recruiting ask: 🔸 Have candidates sold products or services? 🔸 At what stage of the product life cycle? 🔸 What is their sales process? Be honest about where you are: 🔸 Don’t exaggerate proven demand 🔸 Admit if the product is in development 🔸 Explain the sales process you’ve been using. People buy from people who provide excellent service. Experienced sales people have such a record. Find out it’s relevant to you before hiring.

The hidden cost of a vacant Enterprise AE seat: $𝟓𝟏𝟎,𝟒𝟏𝟔 𝐩𝐞𝐫 𝐦𝐨𝐧𝐭𝐡 🤯 It's not just about the missed quota. 💰 Every month you delay hiring a top-performing Enterprise Account Executive, your company could be sacrificing over half a million dollars in lifetime value. Here's the breakdown: The Impact on Revenue ⚫ Year 1 Full quota: $1,400,000 Ramp time (3 months): -$350,000 Adjusted quota: $1,050,000 (assuming 100% achievement) ⚫ Year 2 -Full quota: $1,400,000 (assuming 100% achievement) -The Long-Term Cost -Total Revenue (2 years): $2,450,000 -Average Enterprise LTV (5 years): $12,250,000 Cost per Month of Delay: $12,250,000 / 24 months = $510,416 The Takeaway Speed and quality are paramount in Enterprise sales hiring. The math is clear: every month counts. Want to accelerate your Enterprise sales growth? Let's connect and discuss strategies to optimize your hiring process. #EnterpriseSales #Hiring #RevenueGrowth