Eurydice DOMLAN’s Post

We went from 0 salespeople to 550 in 5 years. But we could have done it in 3 years if we didn't make these mistakes. 1️⃣ Refined our Training and Onboarding process sooner. Don't get me wrong, we were constantly optimizing and improving our training and onboarding but I don't think we really got it right until the last few years. 2️⃣ Hiring new sales managers along with the new sales reps. It was like the blind leading the blind. We should have hired new managers well in advance of the new reps they were going to be leading. 3️⃣ Hiring sales managers from competitors. We assumed that these managers were just "plug and play." Boy were we wrong. We should have developed a better program to train and promote managers from within. 4️⃣ Under-hiring the "other resources" needed to scale quickly When you add more salespeople, you need more IT and Desktop support. There's more issues so you need more HR/Employee Relations resources. More sales ops resources. 5️⃣ I was overly conservative Honestly, I was scared. Yep. Scared. What if we screwed up hiring 120 people in 90 days? The math supported more hires but I didn't want to extend ourselves. Everything happens for a reason but I probably left a lot of revenue on the table with these mistakes I made. What do you think?

𝗧𝗵𝗲 𝗥𝗶𝗴𝗵𝘁 𝗧𝗮𝗹𝗲𝗻𝘁 = 𝗚𝗿𝗼𝘄𝘁𝗵 𝗔𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗶𝗼𝗻 Let’s start with a simple equation: Right CRO or VP of Sales + Scalable Strategy = Revenue Growth. But finding that key sales leader? It’s not simple. When you’re tasked with growing revenue by 30%, 50%, or even more, it’s not just about bringing in someone who knows how to close deals. You need someone who understands how to build a scalable sales engine, optimize every aspect of the funnel, and lead a team that can hit revenue goals quarter after quarter. This kind of talent doesn’t pop up out of nowhere. You need a leader who’s been through the fire—someone who’s scaled a team from a dozen reps to a hundred, or who’s closed $10 million ARR deals while sleep-deprived and flying across three time zones. This is the kind of person who, with the right resources, can pull levers and unlock growth that feels borderline magical. But how do you get them? That’s where 𝘸𝘦 come in.

I’m convinced companies not only need high performers to stay afloat, but to manipulate and overwork. High Performers are usually driven by achievement.. I won’t go into why 😅😜 And companies capitalize on these individual drivers. They’ll cross boundaries, add tasks outside of job descriptions, and move them like a chess piece. The High Performer will skip lunch, answer after hour emails/calls, and say “yes” to almost anything. These companies know that high performers have convinced themselves that this is more than a paycheck, their identity is their career achievements. Companies won’t stop until high performers: - Say no - Put up boundaries - Ask for raises - Leave and take their skills with them - Leave and start their own company JK, they’ll keep doing it but the conscious High Performers won’t be there. Have you subscribed to my podcast? I believe accountability doesn’t start from the top, but with the individual. “How much suffering have I added to my own life?” https://lnkd.in/eevBMCmv #freedom #highperformers #takebackyourpower

Expanding your sales team and facing hurdles? Check out our blog for insights on scaling up smoothly. At Peak Sales Recruiting, we specialize in helping you build a strong, scalable team. If you're encountering these growth challenges, connect with Peak today! #teamgrowth #salesscaling #peaksalesrecruiting 

🚨 VP of Sales WILL fail in your start up.......Maybe 🚨 💡 I came across a crazy statistic that the average tenure of a VP of Sales is now only 17 months! - That is an AVERAGE across all industries in the UK! 🤔 Although crazy, this stat is unsurprising to me.. I've seen it a lot. But why? If you researched this stat you would see a lot of the points being focused on the VP themselves and their "failings". Whilst there are a lot of individuals that shouldn't have been hired for the VP role, if we focus on the individual all the business can take from the appointment are learnings on the hiring process - this focus is far too late in the process, doesnt change hiring reasoning and will lead to a cyclical hiring nature and, consequently a delay to revenue. - If we don't look at the individual what do we look at? 💡 Match the business strategy with the passion of the individual 💡 Culture! - this can only be created from the top - align on the "how" 💡 Understand the "why" of the candidate 💡 Don't be blinded by promises - but do look for potential 💡 Include the team in the hiring process 💡 Look for confidence that stop shorts of arrogance 💡 Be sure that you can take pushback - You DO NOT want a "yes" person 💡 Have an idea of success metrics, but be open to the candidates ideas; agree The key takeaway is that every VP, like every human, is different, they have a different set of skills, views, ideals and reasons - flexing on what you thought you needed as an employer/business but to the correct person is the key to success - trust them but with boundaries. ✏ Thoughts? *Photo Credit to SaaStr.com

When it comes to building a winning sales team in financial services, knowing the key traits of high-performing salespeople can make all the difference between stagnation and explosive growth. But what really sets top salespeople apart? Here are the Top 5 Traits every financial services leader should be looking for: #SalesTeam #FinancialServices #Hiring #Growth

𝐏𝐢𝐧𝐜𝐡, 𝐩𝐮𝐧𝐜𝐡, 𝐟𝐢𝐫𝐬𝐭 𝐨𝐟 𝐭𝐡𝐞 𝐦𝐨𝐧𝐭𝐡! You're now already one month into the year. You may or may not have managed to hit your growth goals for the month. You have a huge growth ambitions/quota for the rest of the year. You're spinning multiple plates and feeling overwhelmed. You know inbound and referrals are not going to get you where you need to be, as they are just not predictable. Investors/Leadership is breathing down your neck, asking you to show them your strategy to hit your quota. You've tried hiring a junior sales rep internally to help you with the top of the funnel (TOFU), but it didn't work out. You have a plan in your head on what to do but just haven't had the time to execute it. You're cautious about outsourcing, and you know your leadership team has been burnt in the past. You want to learn the skills required to run outbound so the next hire you make will set them, and yourself, up for success. You need a proven playbook to present to your leadership to unlock more budget and resources for your sales team. Whats your plan?

Are you struggling to find top sales reps? You're not alone. In today's competitive market, filling those open sales positions with top performers can feel like an uphill battle. Let's face it, average reps often miss their quotas, leading to stagnant or even declining revenue. But here's the good news: investing in the right talent can make all the difference. Top salespeople aren't just meeting expectations—they're exceeding them and driving growth. Imagine watching your revenue take off as your A-players close more and more deals. This is entirely within reach when you focus on attracting and retaining the best of the best. Curious to hear - what's your biggest challenge in attracting high-performing salespeople right now?

The Real Cost of a Bad Hire in Sales Ever thought about the hidden costs of hiring the wrong sales rep? A bad hire doesn’t just affect your bottom line—it shakes the very foundation of your sales team. Picture this: You invest time, resources, and hope into a new recruit, only to find their performance lacking. The impact? 1. **Lost Revenue Opportunities**: Each closed sale missed is a step back. Example: A sales rep with poor negotiation skills fails to close a high-value deal. 2. **Team Morale**: A bad hire drags down the entire team's spirit. Example: Top performers may lose motivation seeing management tolerate underperformance. 3. **Training and Onboarding Costs**: Resources spent on training a bad hire are investments you’ll never recover. Example: Weeks of onboarding and training that lead to no tangible results. 4. **Client Relationships**: Poor sales reps can damage client trust and brand reputation. Example: Inconsistent follow-ups eroding a long-term client's confidence. Hiring isn't just about filling a seat. It's about finding someone who drives growth, fits the culture, and elevates the team.