Nate Starrett’s Post

Stripe's growth story is incredible And Ryan was there whilst it grew 3,000%+ over 5 years 🤯 So I had to ask what his sales team did so well... Here are the 4 things he mentioned: 1 - Hiring 🤝 Stripe needed all-rounders and builders at the start - so hired people with backgrounds in engineering, business, and music 2 - Training 🎓 The sales team needed to sell without engineering support - so the AEs went through a coding boot camp to understand technical questions 3 - Learning 🧠 They would cherry-pick what was working best from each rep - and use it to build the best sales process possible for all AEs 4 - Travel 🧳 Flying out to meet clients would increase their close rate - and give them an edge over their competitors One of my favourite episodes of Sales Leader Stories so far Links to Ep 7 w/ Ryan from Airwallex below 💜

If you know anyone who owns an #IT firm of any stripe, please share this post with them. I am working with an IT holding company that is looking for add 5 IT companies to its portfolio this year. If you've ever even thought about selling your IT firm, please message me for more information about how we can make selling your some or all of your IT firm a reality. #InformationTechnolgy #sellmybusiness

Klarna is one among others who made a major organizational shift to adopting AI in 2023. To name a few more, Amazon, Google, Microsoft, Spotify, and Dropbox, in particular, have frozen their hiring and have made massive layoffs this 2023, instead incorporating AI into their operations. All industries will continue to right-size their staffing in pursuit of efficiency and cost-cutting. When will you be ready to adopt Artificial Intelligence and automate your processes? When you are the last on the list, and everybody has made the shift?

Starting back at ‘zero’ 🥲 But not really... **Momentum** might be the most underrated factor in business Especially for startups. I rarely hear people talk about. Incredibly proud of the entire Accord team for beating our ambitious first-half goals... exceeding targets across new biz, pipe gen, and NRR. Know a talented MM / Enterprise AE looking to make a career move? We're hiring and have unfairly fun product to sell... Just to flex for a second with a ton of hard work across the team to make it happen over the past 6 months: ARR at Accord 📈 Q4 —> Q1 - up 24% Q1—> Q2 - up 69% Pipeline Generation Q4 —> Q1 - 52% increase Q1 —> Q2 - 37% increase Now back to building for an even bigger back-half to wrap up 2024 🫡

I was on a call this morning with a tech company looking to scale their BizOps team. Talking about BizOps and Corp Strategy at Stripe brings back a ton of nostalgia for me. In many ways, it formed a pivotal moment of my career. From working with GTM to product to legal, helping me become much more confident and emphatetic. Many times, BizOps as a function is not in the front line. We weren’t always building the product, nor were we driving sales. The goal was to empower leaders and teams, making things work while running in the background. But I’d argue that most companies would benefit from a high functioning BizOps team. I remember how we would take a Birds Eye view of the org, pick up critical cross functional projects that no one else would, and dive deep into getting things done. The key to an impactful BizOps team? 1. Being able to navigate ambiguity and org complexities in high orders of magnitude 2. Empathy. Really understanding the nuanced impact of each project to different stakeholders 3. Low ego. Empowering others sometimes means missing the limelight yourself And while BizOps as a formal function may only be established at a certain stage of growth, the need for the BizOps skill set and more importantly mindset, is there from the start. Missing everyone who was in bizops and corp strat Dan Myers Victoria Martinez Stacey Wong Alex McLeod Sophie Wiepking-Brown Matt Ziegler Nikunj Handa Francis T. Celine W. Marisa Rama Timothy Glynn Junaid Dadan Steve Hind Gautam Nangia Alex Komoroske João Banzato Patrick S. Leon Sim Vinitra Rangan Akhil Sadarangani Mack Bosmeny Arthur Plews Sam Taylor Ziyan Chong Lola Agabalogun and of course our sponsor Claire Hughes Johnson (Thanks also Ling Siow Chang for the call referral)

Have been receiving lots of inbound interest for the strategy & ops role I'm hiring for Acme Technology, thank you for the interest -- and the patience. I've started getting a lot of questions around how it's like moving from McKinsey & Company (large global firm) to Stripe (late stage startup), to building at an earlier stage. Here's how my skillsets and mindsets have shifted: 1. From answer-first to action-first. McKinsey focuses a lot on rigorous analysis to prove or disprove hypotheses. The right answer will come when the work has been done. At Stripe, we spent a lot of time writing docs, getting buy-in from many stakeholders, before taking action. In the earlier phase, it's much more about learning by doing. Lean into intuition, and learn by doing. If it's wrong, pivot and move on. Intuition is tricky, but it will sharpen over time. 2. Being comfortable with ambiguity with how your life will look like 6, 12, 24 months down the road. In consulting you know quite clearly where your career is headed if you stay on track. There is some degree of unpredictability at Stripe, but nothing is going to change dramatically on it's own. At Acme, it's almost impossible to predict exactly what you will be working on or how your life will look like, even 3 months down the line. 3. There's no one single approach to getting things done. In larger organizations, learning to navigate the org early on can bring disproportionate benefits to your career, and every org has a different 'way of working'. There's no org to navigate in an early stage startup. Figure out what it would take to get the highest impact things done at high efficiency. But remain sensitive to org dynamics, especially when we serve large customers. All that is to say, lean into your strengths and craft your own path. What else did I miss?

Heard of Stripe? A #FinTech company that allows both private individuals and businesses to accept digital payments, it’s known for its emphasis on a transparent and rigorous hiring process to maintain a high-quality team dynamic. Here’s what we can learn from their success: - Effective Onboarding: Stripe invests heavily in a thorough onboarding process, ensuring that new hires are fully integrated into the company culture from day one. - Emphasis on Autonomy: Employees are given significant autonomy in their roles, encouraging innovation and personal responsibility. - Global Hackathons: To develop unity and innovation across global offices, Stripe regularly organizes hackathons that also serve as team-building events. #BusinessSuccess #Leadership

🔥New Openings!🔥 As we spring into March, we have some incredible opportunities available here at Payroc! Take a look below and reach out so we can discuss your future in FinTech. Stay tuned because more are coming soon! 📈 I have people reaching out to me all the time asking about Payroc and what we do here. Well listen up 📢📢 We're a payment processing platform! We make payments as simple as possible so merchants don't have to worry about getting paid. Payroc helps you supercharge your business with best-in-class payment processing options, all backed by our world-class agent and merchant support teams. 🏆 What are our values? Listen First - Be open to other opinions & ideas. Constantly collaborate and put the team first!👂 Positive Mental Attitude - Be a “glass half-full” person, stay positive, roll with the punches, don’t complain & embrace change.🤘 Do What's Right - Do what’s right when no one is looking. Embody transparency, honesty & integrity.💯 Lead with Grit - Possess a winning state of mind, focus on overcoming adversity, be resourceful and mentally tough.🏋♂️ People are the Roc - People do business with people. Business is personal - relationships come first.👨💻👩💻 Be a BOSS - Don’t sit back and wait - step up for opportunities, take accountability and ownership.💪 #Payroc #paymentprocessing #paymentsolutions #merchantservices #insidesales #channelmarketing #contentmarketing #contentcreation #customerservice #customercentric #collections #collectionsmanagement #fintech #fintechjobs #nowhiring #openjobs #nowrecruiting

Sales and Sales Ops are supposed to reinforce one another. Instead, at many early-stage companies, they operate independently and it costs them dearly. A couple of high-level pieces of advice for getting them to collaborate: 1. Hire ops people who “get” sales Ideally, you should hire an ops person with deep sales experience. Experience sitting with sales teams and a deep understanding of how they work will suffice. Without one of these, you’re putting your startup at a huge disadvantage. 2- Invest in Ops early The longer you crowdsource ops and try to figure it out without experienced help? The more technical, system, and process debt you’re going to accumulate – debt that you’re going to have to pay off at some point down the line as the pressure builds. Whatever you do, please don’t wait until you have a board breathing down your neck to start thinking about getting your first ops resources together. I’ve been there before, and it’s not a fun situation to find yourself in. As Hamish Knox put it, “Eventually, the Frankenstack you’ve built is going to completely fall apart.” #saas #revops #sales #marketing #operations p.s. None of this is to say that you need a full-fledged RevOps function; as an early-stage startup, you just need *someone* that can get the job done.

There’s infinite value in the relationships formed in the first few years of building a business. With critical shareholders, like early adopters and founding talent, they can reveal your network's true value and its ripple effects. Focus on building and leverage that early network. 𝗘𝗮𝗿𝗹𝘆 𝘂𝘀𝗲𝗿𝘀/𝗰𝗹𝗶𝗲𝗻𝘁𝘀 - Stay close to the end users as they could be your biggest drivers of success. Dropbox owes much of its success to early adopters who evangelized the cloud storage solution. Their testimonials and feature requests shaped the product roadmap. Early users may just become your most influential ambassadors. 𝗧𝗮𝗹𝗲𝗻𝘁 - Whether closely or loosely, these relationships may prove invaluable in the long run. Be it hiring, investing, or building a new business. Early connections have historically shaped the success of entire tech ecosystems, as seen with the 'PayPal Mafia.' What are some other great examples? Let us know in the comments 💬