Omri Wislizki’s Post

If I were to apply for any EARLY startup role, here's what I would do. Do everything to deliver in quarters 1,2,3,4 - In no company do you get promoted until your manager, VP, Owner is gleeful with your work. Startups require owners of X responsibility. Before Day one starts you need to have a plan. I'm shocked how many people apply for startup jobs and have no plan. and know almost everything about the market? the target ICP? the competitors? The pitches? The pricing? I would call 20 to 30 people in my network who I think are target ICPs. ask hard questions. I will use early sales roles as an example If you like the product, and can sell, you can make mountains of money in a startup. There's not a single smart founder that does not want someone to own their role and start to grow the early SDR team. I would get equity based on milestones achieved. I would make sure in detail I knew the terms, the stock class, the legalize and make 100% sure I get to exit with the founders if I choose to. I would build an aggressive comp plan based on milestones achieved. (bonuses for exceeding expectations) I would have no ceiling. None, Zero, Zip! I would have a clear legal basis for making sure all commissions are paid. I would also own customer success (for the first X months with each customer) in the earliest days. You're closest to the customers and should know exactly what your customers need. (deliver here) I would bust my ass until deliverables are met.

Job Description: Founding AE for exciting new startup. We need you to literally do EVERYTHING and we can pay you 85k base (remember we need gritty) but you get equity (that may or may not ever be worth a dime) Truth is, these founding sales hires don't make it 90% of the time. There are 1000 reasons why, but here are 3 specific reasons: The person is brought in too early The company thinks it’s ready to start selling but once out in market they realize the product isn’t ready for prime time. When this happens your underpaid and frustrated head of Sales has nothing to sell, leaving frustrations on both sides. The founders haven’t successfully envisioned or sold the product Founders generally need to be selling the product before they can expect someone else to sell it with any success. No one has more passion than them, after all. Sales head is more strategic than tactical A Head of Sales is usually hired because he/she is believed to be able to take a company to the next level. Unfortunately, founders quickly realize these folks would rather build their own teams than go out and sell themselves; this results in a clear misalignment of expectations from the start. Founders think they will be grinding out sales whereas the new sales leader expects to have direct reports. If you're looking at timing for a new founding sales role, let's chat. Odds are you can save a ton of money and set up your future head of sales with a much higher chance for success.

List of Funded B2B SaaS Startups For 2024 This sheet contains a List of Funded B2B SaaS Startups For 2024, where the chances of finding job opportunities are higher. You will find the company's website. On their website, you can explore job postings and apply with your updated resume. If you are unable to find the career section, reach out with a cold email for job enquiry! You can easily get the contact details of the company in footer section ! Before sending them a cold email, research the company and generate a personalized message explaining why you want to work with them! 📌 sheet link - https://lnkd.in/gqdzEzUp ✅ Also shared on telegram - https://lnkd.in/e_w9uHRU #startuplist #jobs #hiring

Are you sick of your inbox exploding with Sales emails? Lately I have been seeing a lot of posts from founders, co-founders and hiring manager stating their inboxes are exploding with emails of people trying to sell their services. The noise of sales is becoming louder and louder and seems to be at a point where it's overwhelming and hard to filter out relevant content. Admittingly I have played part in this too, but I realise times are changing and it's hard to stand out when everyone is applying the same tactics and inboxes get swamped. Resonate with the above? Let's try something new - I'm giving YOU the opportunity to reach out to ME! Looking to speak to Founders, Co-Founders and Hiring Managers at mission-led start-ups/scale-ups in fast growth tech who are up for building a genuine connection and who might be in need for advice and help when it comes to scaling and growing their teams. At Scene we have a vast network of talent across Tech, Product & Commercial in the start-up/scale-up landscape GLOBALLY 🌍 who I'd be more than happy to connect you to. Not looking to scale just yet but still like to connect? Please do! Would love to build out my network in fast growth tech a little more 😇. Sooo no pushy sales email on my side 😅. Should you want more information about Scene, our services, our network or our partners, please drop me a LinkedIn message or reach out on [email protected] Let's start creating these genuine connections!! #scene #founders #cofounders #startup #scaleup #startuplife #hiringmanager #hiring #tech #techcommunity #techstartup #product #commercial #partner #partnership #growthpartner

I strongly believe that in startups, founders need to lead the early sales efforts. Hiring someone to do this during the early stages almost never works. Founders' need to actively sell to prospects in order to identify what they will pay for. This doesn't look much like traditional sales, where the goal is to generate revenue. Instead, founder-selling involves deep curiosity, creative thinking, and continuous iterations. The goal is to probe until you find the pain and then creatively looking for ways to align the entire company strategy to solve it. All while selling a broader vision. In B2B environments, what customers value and will pay for sets the direction for everything else. As a founder you need to own and drive this. I have seen this first hand across all the companies I have started and I am living this again at BackEngine.

Looking for a unicorn AE? You may be wasting your time🦄🚀 👔 Success in big companies means leveraging resources effectively. Success in startups means being resourceful and figuring things out. Not everyone can do both. 📈 Sales playbooks used by established companies like Salesforce may not be suitable for startups. They’re tailored to specific Ideal Customer Profiles, Buyer Personas, messaging, and sales processes. What works for them may not work for your startup. 🦄 Finding a unicorn AE who can crush quota and build a sales process from scratch is rare and takes a lot of time. Instead, focus on building a sales process and technology that works for cold prospects and can be implemented by AEs. Document everything and ensure the process is repeatable and scalable. 💼 Ultimately, your AEs will hit their quota when they’re doing the right activities in the right way. Don’t waste time trying to figure out the sales process on the fly. A good Sales Rep may spend 90% of their time trying to get everything out of the founders’ heads and into a repeatable and scalable process. The process is what matters. 💰 Building a 7-figure company from scratch takes time, so don’t make the same mistake with your startup. Figure out the sales process so your AEs can focus on what they do best - hitting quota! Do yourself and your AEs a favor and make the sales process repeatable and scalable. #B2BSaaS #SalesProcess #StartUpLife #SalesStrategies #AEHiring

Is there a point for a small startup to have titles such as CEO, CMO, COO, etc.? How can founders know what positions are actually necessary? Or do titles just inflate egos and hinder progress? I recently had a conversation with a tech co-founder at an early-stage SaaS in recruiting who joined my Antler VN6 cohort called xSCORE.me. The team is impressive—a domain expert with 15 years in HR at big corporations, and the co-founder himself had successfully exited a dev recruiting platform. I asked if his new startup was hiring for a CSO. He corrected me and said, “CSO is too big of a word. We’re simply looking for someone who can help us get more B2B sales.” I followed up, asking if there should be a clear title for these roles. He believes there should be no chief in a small, early-stage team. Titles make egos grow. What matters in the beginning is can you pull up your sleeves and get down to business. Forget the C in the O (office). The guy knows what it takes to go from 0 to 1. This reminded me of my own mistake running my first business, which was a coffee kiosk and roaster. In April 2022, I hired a young talent to develop the roaster operation and B2B part of the business, hoping it would 2x the revenue by the end of the year. The guy insisted on being given a certain C title, saying it would make it easier for him to talk to customers. Fair point. It was my first rodeo, and I lacked the experience to foresee possible scenarios to this request. Soon enough, troubles started to follow. He became obsessed with how he’d be perceived by his team and customers, spending most of his time making plans instead of getting shit done. The power trip he was on caused internal conflict among the small, previously well-aligned team. In “The Hard Thing About Hard Things,” Ben Horowitz says, “The hard is when those ‘great people’ develop a sense of entitlement and start demanding unreasonable things.” I couldn’t agree more. In hindsight, it was 100% my fault for letting such behavior persist in our company. One thing I wished I could have done differently was to properly onboard the guy, communicate my expectations better, and integrate him into the company’s existing knowledge and culture. The lesson is clear: Once things are getting done, roles and responsibilities will become clearer. Don’t get stuck on definitions and titles. Yet, make an extra effort to ensure communication and expectations are clear. Having a well-documented, shareable knowledge base for your company can make a huge difference. What are your thoughts on the importance of titles in early-stage startups? How have you navigated this in your own business? At what point do they become necessary? Tips are welcome. ---- My name is Nick, and I write about my business lessons for future entrepreneurs Book me to chat about knowledge 🍄: https://bit.ly/bookNick

I've worked closely with many early-stage startups, and I've seen the challenges they face. They often have great ideas and passionate teams, but getting their product built can be difficult. Building an internal development team is time-consuming and costly, and it might not have the specialized skills needed for success. That's why I specialize in connecting startups with the right product development teams. I act as a Fractional Head of Sales, leveraging a network of highly experienced teams that I've personally helped to scale. The PDaaS Difference Product Development as a Service (PDaaS) isn't about outsourcing. It's about finding the perfect development partner who can help you realize your product vision. Each team in my network has a unique area of expertise, whether it's cutting-edge user interfaces, robust backend systems, or advanced AI solutions. Benefits for Startups Speed to Market: Get your product into the hands of customers quickly. Flexibility: Scale your development resources up or down as needed without hiring hassles. Specialized Expertise: Tap into niche skills that would be difficult to find in-house. Predictable Costs: Gain better control over your development budget. My Commitment I don't just connect you with a team - I offer a consultative approach. I'll work with you to understand your specific needs and ensure a seamless integration between your development team, sales, and marketing efforts. If you're a startup struggling to get your product off the ground, let's have a conversation.

A small percentage of SaaS startups consistently attract, hire and retain the strongest sellers in their space. Not because they offer higher compensation packages or have outmatched recruiting resources. Seasoned A players join these startups because they are able to showcase momentum AND opportunity vs strictly opportunity. Sellers are tired of hearing the same pitches: ❌ “We’ve figured a lot out over the past two years and now we’re poised for growth” ❌ “We’re making a large investment in marketing and anticipate more inbound next year" ❌ “We’ve added product functionality to win enterprise deals, we just need a strong enterprise seller like yourself” They're looking for: ✅ “We’ve accomplished XYZ over the past two years and there's still plenty of opportunity" ✅ “We have an amazing marketing team and are scaling sales to accommodate the surge in inbound" ✅ “We’ve won 6 enterprise deals who are all thrilled with the product, we’re adding more enterprise functionality and want you to help pioneer this function” The reality is, not all startups have the luxury of selling opportunity backed by momentum. In that case, the journey begins by hiring on potential and gradually building an environment that consistently attracts proven A sellers.