Amy Volas’ Post

Lost in a sea of candidates? Let this founder's story guide you. "I'm overwhelmed and paralyzed by fear." - My conversation with a founder last week He is struggling to hire a VP of Sales. He only has a few successful AE hires from a laundry list of others that didn't work out. He's smart AF. He's driven. Has a product the market wants and needs. Cares about people and their success. 𝐒𝐨𝐦𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐢𝐬𝐬𝐮𝐞𝐬 𝐰𝐞 𝐮𝐧𝐜𝐨𝐯𝐞𝐫𝐞𝐝: 𝐋𝐚𝐜𝐤 𝐨𝐟 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞: He's never led a sales team, making it difficult to know what to look for in candidates. 𝐂𝐨𝐧𝐬𝐭𝐚𝐧𝐭 𝐂𝐨𝐧𝐭𝐞𝐱𝐭-𝐒𝐡𝐢𝐟𝐭𝐢𝐧𝐠: With a job description from a contract recruiter that doesn't match his startup's needs, he's unable to pinpoint the ideal candidate. He doesn't have enough time in the day to figure it out alone. 𝐍𝐨 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐏𝐥𝐚𝐧𝐧𝐢𝐧𝐠: Without a structured process, he's flying by the seat of his pants. The good news? He's ready to make changes and do the work needed to fix these gaps. We're setting him up by auditing his hiring process to avoid 7-figure missteps. In a sea of founders struggling alone, he's taking the right step by asking for help. Hiring is the most important priority for a startup. And it's the hardest to nail, especially for GTM roles. 𝐓𝐋;𝐃𝐑: The market is FULL of tempting candidates with exciting headlines, but jumping into interviews without a plan is risky. 𝐀𝐬𝐤 𝐘𝐨𝐮𝐫𝐬𝐞𝐥𝐟: Do I know the right profile for my business needs? Do I have an effective hiring process? Do I have a plan to support and integrate my new hires from day one? 𝐁𝐞𝐭𝐭𝐞𝐫 𝐢𝐬 𝐛𝐞𝐭𝐭𝐞𝐫, 𝐧𝐨𝐭 𝐦𝐨𝐫𝐞. Don't wing it alone. Let's talk if you need help. My hotline is always on ☎️ #startups #hiring #sales #BuildWithATP

Back when I was consulting I helped companies build their GTM teams so I still get messages from founders asking for help finding talent. Here are how some of the conversations go: Founder: Hey Jake, I need to make my first sales hire, do you know anyone? Me: I might, what are you looking for? Founder: Someone to come in and get us outbound deals. Me: Do you have any current process or messaging framework? Founder: No but aren’t they going to build that? Me: Maybe, do you have a plan to onboard them? Founder: We’re looking to get someone from the industry so they’ll already know the space. Unfortunately this is the mindset of most early stage companies. I get it, they barely have time to do anything so the idea of creating a hiring plan and then spending time on onboarding seems impossible. But if you can’t commit to this, the new hire will almost certainly fail. Bringing on your first salesperson is one of the hardest things you’ll do as an early stage company. It requires time and patience. If you are not intentional, it won’t work out. So here’s my advice for founders: 1. Document everything. Process, messaging, ICP, deal sizes etc. Be as organized as possible. 2. Commit fully or don’t hire anyone. Your hiring plan should be as robust as your business plan. 3. Seek outside help. There are tons of people that have been in your shoes. What else would you add?

Want a more aligned executive team? Start focusing on this instead. "We need to grow revenue to $11M this year." - founder "I've done this 3 times." - VP of Sales Music to a founder's ears. Not so fast... Spoiler: It's not about what you're telling each other. We see that twinkle in a founder's eye when they confidently tell us they don't need our support because they're interviewing "the best" VP of Sales or CS from: insert a fancy logo like Stripe, Outreach, Zoom, Box, Salesforce... It's the best feeling in the world, thinking we've struck gold, isn't it?! Fast forward to when those same founders boomerang back to us after hiring "the best." (average from our data over the last 9 years = <15 months) What falls short? Over the last decade of helping founders and investors hire the right executives for their startups, there's a common theme we've uncovered: "𝘽𝙚𝙨𝙩" 𝙛𝙤𝙧 𝙨𝙤𝙢𝙚𝙤𝙣𝙚 𝙚𝙡𝙨𝙚 ≠ 𝘽𝙚𝙨𝙩 𝙛𝙤𝙧 𝙤𝙪𝙧 𝙗𝙪𝙨𝙞𝙣𝙚𝙨𝙨 Telling you what we need in the interview doesn't matter if the other party is unwilling or unable to help. This is a key reason why turnover is so high in startups. The problem? Telling isn't teaching. Telling doesn't validate. Telling doesn't achieve alignment. We can't teach someone who doesn't want to learn. We can't help if we don't understand what's going on. Instead of taking an exciting statement at face value, use it as a signal to learn more. 𝙃𝙚𝙧𝙚'𝙨 𝙬𝙝𝙖𝙩 𝙞𝙩 𝙡𝙤𝙤𝙠𝙨 𝙡𝙞𝙠𝙚 𝙞𝙣 𝙥𝙧𝙖𝙘𝙩𝙞𝙘𝙚: "I've had 3 exits. I grew the business from <$10M to $25M." - VP of Sales "That's exciting. Tell me more. What did the business look like when you came into your last role?" - Founder The more curious we are, the more we understand priceless context, and the better we can confirm alignment upfront. We move from hopeful to confident. Just like in sales. 𝙏𝙇;𝘿𝙍: Founders, ditch theory and assumption. Instead, use the interview process to get as close as possible to what it's like to work together. Two of our tried and true ways to help founders do this well: 1. Design a collaborative whiteboard session 2. Develop an effective hiring scorecard Need help? Our hotline is always on ☎️ https://lnkd.in/gSHGDix #BuildWithATP #hiring #startups

"From the hiring side - how to find the diamonds in the rough that make a Founding AE successful?.." Thanks Scott Cowley I've interviewed over 500 sales professionals for founding AE roles. Here's the list: 1. Do not exclude reps because of lack of traditional experience: This does not mean “look for reps who haven't sold”. It means “look for reps with diverse career experience”. Look for reps that can bring things to the table like a diverse background; that typically means creative thinkers. 2. Entrepreneurial ( ex: ex-founders) can be a double edge sword: The good: They are self-motivated, creative, and lean towards uncertainty. Think ex founders. The bad: They want to join a startup because “they can wear different hats”. BIG RED FLAG. If I am hiring you for a sales role, I don’t want you to wear different hats, I want you to sell and hit goals. 3. Professionally Scrappy / Gritty:  have you faced and overcome adversity? Great, you’ll do well here. Before you bite my head off (this is meant to be funny) it’s also true. People not afraid to operate out of their comfort zone or have been through a challenge personally or professionally, tend to be more adaptable and “scrappy”. 4. Passion for Product / Vision: This should be table stakes but surprisingly it’s not. I always ask is “why us”? There’s only been a handful of times I got a well thought-out response instead of “you went through YC”, “you raised Series A”, or something generic. Look for candidates who show enthusiasm about your product or industry or even the role. You have sold SMB before? Great. Why do you like it? (Small businesses are the backbone of the economy is not a good answer). 5. Because someone comes “highly recommended” does not mean they’re a great match: I interviewed 2 reps that came highly recommended, both with close to 10 years of experience. Both were underwhelming. The founder was on the fence because of the recommendation so we went for another round, just to prove lack of fit. Trust your gut. 6. Culture fit: You will be spending a lot of time with a founding hire. Can you see yourself working with them for the next 2-4 years? Do you believe they can grow with you? Do they match your work ethic? 7. Look for reps that ask questions. * Insert dating analogy* If you’re on a date, you don’t want to be the one talking the whole time. Nor do you want someone who’s just asking you the basics. Go a layer deeper. Look for people that actually give a damn - not just about your company but about what they’ll be doing on a daily basis. 8. Personalization / Excitement I hire people that show me how much they want the role. Are you excited to be here? Why? This is your chance to tell me. Example: During a role-play of reps selling a product to us, the ones that stood out (and got the job) wee the ones that educated themselves on our product and sold it back to us. Fantastic! Founders hiring for founding roles, would love to hear your thoughts! 

Promote internally versus hiring external candidates, especially at early startups. I’ve led the full gammut of GTM organizations over the last twelve years (sales, ops, CS) and our most successful promotions always came from internal candidates. They ramp faster. They understand the business already. They already have the relationships internally. They are taking on more responsibility so they have something to prove. They have already demostrated that they are a strong performer. 9/10 times it’s a safer bet than hiring externally as long as you’re realistic about the persons abilities related to the company needs. Leaders: it’s planning season and you’re likely reviewing headcount projections associated with company goals. If you have a need, and you also have a few really ambitious employees that might not be ready for a role right now, give them some homework today so they’re ready for that interview in three months. They have the intangibles, now you need to push them out of their comfort zone and the company will win in the future when they either get the job or build applicable skills.

The founder was SHOCKED when he learned that his competitor hired her. If you are in charge of hiring, this is a MUST READ! Here is the story: Another recruiter who I know was working with a client who was looking for their first Account Executive. He found them the perfect match - she literally checked all of the boxes. They vetted her, screened her and realized that she really was perfect for the role. And then… After the first interview the hiring manager, who was also a founder, wanted to see more candidates and they put her on ice. Even after she reached out multiple times, they refused to answer her until they saw at least three other candidates. She pulled herself out of the running and asked if they had any other clients who might be a good fit. It turns out that I was working with their #1 competitor. Fast forward seven months. I was recently at a conference and I was talking with two founders. Both were in the same space and both were competing for market share. Then it happened (I knew it would)…. The founder who had ghosted the candidate learned that I had placed the very same candidate with his competitor. The other founder was raving about her results. He even mentioned that she pulled two other top salespeople with her when she joined the team and all three are over performing. I won’t go into details but let’s just say that one of the founders was pretty excited about the conversation and the other left with his head hung low. “Things may come to those who wait, but only the things left by those who hustle.” Abraham Lincoln #hiring #recruiterlife #recruiting #saassales #gsd #agsd #sales #startup #founder #ceo

🚫 Stop Hiring Based on "Feel"!🚫 First-time founders and sales managers, especially those with a technical background, often fall into the trap of hiring sales reps based on gut instinct. It's an easy mistake to make, but one that can be incredibly costly for your startup. Instead of trusting your gut, employ a structured approach with these two components: #1: SCORECARD 🎯 Include a range of candidate qualities tailored to your company's needs. Here are some critical factors to consider: Industry Experience: Essential when Selling a technical product Selling to the enterprise where connections are gold Interacting with senior executives who value expertise Speaking and Live Presentation Skills: Beyond written communication, the real magic happens in live conversations. If your sales rep can't convince someone in person or on a video call, deals will slip through the cracks. Writing Skills: From emails to take-home tests, assess their written communication rigorously. Sloppy emails in the hiring process often translate to sloppy communication with clients. Alignment of Personal Goals: Match the candidate's current goals with the role you're hiring for today, not a hypothetical future role. Avoid setting them up for failure by overselling future potential. Ability to Think on the Fly: Sales often involves improvisation. Gauge their adaptability with questions that stretch beyond their experience or ask about specifics they're unlikely to know upfront (like nuances of your product or market). Thoroughness of Research: A candidate who hasn't prepared adequately for their interview will likely be insufficiently prepared for sales interactions. Ask what they know about your company, product, customer base, etc. #2: MULTIPLE INTERVIEWERS 👥 Don't make hiring decisions solo, particularly if you're inexperienced in hiring and managing sales teams. Include: * Someone with extensive hiring and interviewing experience. * Team members who'll work directly with the new hire to ensure cultural fit and collaborative potential. By incorporating these two steps, you're not just hiring a salesperson – you're investing in the future success of your startup. 💪 Who else has struggled with this? What steps have worked for you? Drop your thoughts in the comments! 👇

👨🏼💻 My Next Opportunity ⬇️ After a month of phone calls, emails, DMs, JD reviews, and resume updates, I’m ready to *formally* announce my job search. I’m an entrepreneurial leader who: 📈 operates at increasing levels of scale 🤝🏼 creates relationships grounded in integrity 🤔 makes iterative decisions in the face of ambiguity I am looking for a role as a: 💼 Director of Partnerships with a SaaS platform. Leaders in this role sit at a critical intersection within the broader organization. They are typically tasked with answering questions like: 🔎 Who is currently sending us our best future customers? Who could be? 💰 What systems and incentives are needed to create and strengthen a mutually beneficial relationship? 🧐 Which partnerships should we prioritize? Why? 💡 What are our partners teaching us about how we can best serve our customers? They are activators, evangelists, and systems thinkers. Like in sales more broadly, roles like this are along a continuum. Some might manage one partner (e.g. AWS), while others will build entire ecosystems. Roles can include sales and product responsibilities. Most recently I was towards the middle of that continuum, as I led a high-touch referral partnerships channel where VCs and PE firms would send us leads as part of a consultative sales process. I 40x’ed the channel. It’s a rapidly growing corner of the sales world built on trust, value and increasingly, automation. Even the top partnerships leaders are shocked at how fast it’s evolving. Flexibility and long-term thinking are table stakes. My job now is to find CEOs and Sales Leaders who need someone who can step in either create a partnerships strategy from scratch or build upon early successes. I'm sure I'll find them. Too many to list here, but thank you especially to Ted Kirk, Scott Pollack, Joey Katona, Cassady Churchill, Kyle Edquist, JJ Houldin, Ted Gonder, Tracy St.Dic, Andrew Edelman, and Brian Abernethy for helping me refine what’s next. Truly, it means the world. Onward! — #sales #saas #partnerships #partnershipleaders #fintech #gtm

I figured out what resonates with Linkedin and my audience here Topics that seem to perform well for me: 1. VP of sales hiring and firing 2. Building sales teams including hiring 3. Sellers standing out (selling, prospecting, interviewing) 4. Founders leading sales and wanting to transition out 5. Board/investors giving advice about sales that is wrong 6. My personal sales career ups and downs 7. Learnings from conducting sales audits on teams and individuals 8. Rolex’s aka striving for something that isn’t your goal 9. Paternity leave (big proponent) The results are quite interesting considering hiring, firing and why sellers don’t work are at the top I am not a recruiting or believe I am an expert in hiring I have done it so many times that I have a lot of experience and advice I can share about what does and doesn’t work Making decisions about sales leaders is no small feat Even a mediocre leader can sound amazing to a founder who doesn’t understand It is hard to identify great AND the right fit You’ll see me talk more about these topics more Have you figured out the content that resonates most with your audience?

‘I'll just hire a salesperson to handle sales.’ 🚨🚨🚨 This is where most founders go wrong. Every time a founder shares this with me, I know they're about to make the SAME COMMON MISTAKE. Here's the truth: Hiring your first salesperson is NOT your first sales problem. Before you even think about hiring, you need: ☑️ A repeatable sales process ☑️ 5-10 customers you've closed yourself ☑️ A clear understanding of your customer's lifetime value ☑️ Documented sales playbook ☑️ CAC Idea. Why? Because hiring a salesperson before these fundamentals = setting them up for failure. Your first sales hire isn't just another hire. They're the foundation of your future revenue engine. Key warning signs you're hiring too early: ✅ Your product is still in heavy development ✅ No clear ideal customer profile ✅ Inconsistent pricing strategy ✅ No documented sales process Want to know exactly when you're ready to make that crucial first sales hire? I’m building a comprehensive framework to help founders pinpoint the right moment to make their first sales hire—based on 12 years of experience building and scaling B2B sales teams. I’ll share it once it's ready. P.S. Working with B2B tech founders on their sales strategy is my passion. If you're wrestling with sales hiring decisions or want to build a bulletproof sales process, let's chat. DM me to explore how we can work together. #SalesStrategy #Startups #Leadership #BusinessGrowth #SalesHiring