Mevisio welcomes Johan Zetterström as our new Head of Sales. We are happy to continue our growth with Mr. Zetterström that brings extensive experience from the Enterprise Software space acquired during his long career. Read more in the public press release.
𝐓𝐡𝐞 𝐏𝐨𝐢𝐧𝐭 𝐂𝐨𝐦𝐩𝐚𝐧𝐲 (𝐏𝐨𝐢𝐧𝐭𝐂𝐨) 𝐡𝐚𝐬 𝐛𝐞𝐞𝐧 𝐫𝐞𝐜𝐨𝐠𝐧𝐢𝐳𝐞𝐝 𝐛𝐲 CloudTask 𝐚𝐬 𝐨𝐧𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐓𝐨𝐩 50 𝐒𝐚𝐥𝐞𝐬 𝐀𝐠𝐞𝐧𝐜𝐢𝐞𝐬 𝐢𝐧 2023!🏆
🔍 Read about our company's history and our story on how we secured our spot among the industry's best sales agencies.
𝐀𝐜𝐜𝐞𝐬𝐬 𝐭𝐡𝐞 𝐟𝐮𝐥𝐥 𝐚𝐫𝐭𝐢𝐜𝐥𝐞 𝐡𝐞𝐫𝐞: https://lnkd.in/da8MmtvC
Our team booked 23 meetings yesterday for Bronto, with companies ranging from 50 to 3000 employees.
Depending on your industry and product, thats about 2 SDRs worth of monthly meetings booked in a day.
Not a single outbound or cold tactic was used.
1️⃣ Word of mouth
4 meetings were booked from direct referrals (2 from within our own product!).
Some came from investors, others came from fans and members of the Herd who want to see us succeed.
2️⃣ Internal champions
3 meetings came from users of our personal product championing us internally to their managers.
Still a form of word of mouth, but wanted to specifically call out the benefits of getting end users access to your product before going straight for economic buyers.
3️⃣ Social selling
The other 16 meetings were booked off my post on yesterday sharing some insights into the power of referrals and teasing the next version of Bronto for sales leaders.
Worth noting that these things don’t happen overnight.
All three of these sources are the result of ‘doing things that don’t scale’ and putting in the time.
Other approaches might get you to revenue faster, but they absolutely do not creating compounding value in the same way.
No matter how you feel about other strategies, you need to be layering in a long term revenue mindset for at least part of your time and resources.
🆕 Building a world-class sales org with Jason M. Lemkin
Jason is the founder of SaaStr, the world’s largest community for B2B/SaaS founders, and the mastermind behind two of the world's largest annual B2B tech conferences, SaaStr Annual and Saastr Europa.
Prior to founding SaaStr, Jason was CEO and co-founder of EchoSign (sold by Adobe), VP at Adobe, co-founder of NanoGram Devices Corp., and VP of NeoPhotonics.
In our conversation, we discuss:
🔸 How long a founder should be doing sales
🔸 Signs it’s time to hire full-time salespeople
🔸 Why you need to hire two salespeople
🔸 How to comp your salespeople
🔸 How to interview salespeople
🔸 When to hire a VP of sales
🔸 How to avoid salespeople flaming out
🔸 How to scale your sales org
🔸 How to improve the relationship between your sales and product teams
🔸 Much more
Listen now 👇
YouTube: https://lnkd.in/gJZ-WqyQ
Spotify: https://lnkd.in/gjgKCACQ
Apple: https://lnkd.in/gXGY3VAn
Some key takeaways:
1. Hire your first salesperson when you have closed the first 10 customers and are spending more than 20% of your time on sales. Don’t be swayed solely by impressive resumes or acronyms; instead, seek out those individuals who you would personally buy your product from.
2. Instead of rushing to hire a VP early in the startup phase, wait until you have established a repeatable sales process and witnessed success with initial sales reps hitting quota. Hire a VP of Sales to help you scale from three sales reps to 300 reps.
3. Make sure your VP of Sales actually wants to sell, not just manage.
4. Prioritize the early success of sales reps by allowing them to keep 100% of their initial sales for the first three months. This provides an opportunity to assess their capabilities without immediate financial pressure.
5. If your salespeople are making substantial money, it’s a sign that the company is succeeding and the equity of both the reps and the founders is increasing in value. Therefore, don’t be discouraged if your sales team members are making significant earnings, as it correlates with the overall success and growth of the business.
6. Involve sales in product development to ensure alignment between customer needs and product roadmap. Initiate a weekly meeting between the VP of Sales and the VP of Product to discuss the budget allocation for feature requests and prioritize it. This regular interaction ensures that both teams are aligned on priorities and helps prevent last-minute disruptions.
A big problem I notice in many companies is that they often hire a sales manager without knowing who their product is for. I strongly suggest watching that episode to avoid making such mistakes. Thank you Lenny Rachitsky for a great episode (as always btw😃)
#productmanagemnt
Deeply researched product, growth, and career advice
🆕 Building a world-class sales org with Jason M. Lemkin
Jason is the founder of SaaStr, the world’s largest community for B2B/SaaS founders, and the mastermind behind two of the world's largest annual B2B tech conferences, SaaStr Annual and Saastr Europa.
Prior to founding SaaStr, Jason was CEO and co-founder of EchoSign (sold by Adobe), VP at Adobe, co-founder of NanoGram Devices Corp., and VP of NeoPhotonics.
In our conversation, we discuss:
🔸 How long a founder should be doing sales
🔸 Signs it’s time to hire full-time salespeople
🔸 Why you need to hire two salespeople
🔸 How to comp your salespeople
🔸 How to interview salespeople
🔸 When to hire a VP of sales
🔸 How to avoid salespeople flaming out
🔸 How to scale your sales org
🔸 How to improve the relationship between your sales and product teams
🔸 Much more
Listen now 👇
YouTube: https://lnkd.in/gJZ-WqyQ
Spotify: https://lnkd.in/gjgKCACQ
Apple: https://lnkd.in/gXGY3VAn
Some key takeaways:
1. Hire your first salesperson when you have closed the first 10 customers and are spending more than 20% of your time on sales. Don’t be swayed solely by impressive resumes or acronyms; instead, seek out those individuals who you would personally buy your product from.
2. Instead of rushing to hire a VP early in the startup phase, wait until you have established a repeatable sales process and witnessed success with initial sales reps hitting quota. Hire a VP of Sales to help you scale from three sales reps to 300 reps.
3. Make sure your VP of Sales actually wants to sell, not just manage.
4. Prioritize the early success of sales reps by allowing them to keep 100% of their initial sales for the first three months. This provides an opportunity to assess their capabilities without immediate financial pressure.
5. If your salespeople are making substantial money, it’s a sign that the company is succeeding and the equity of both the reps and the founders is increasing in value. Therefore, don’t be discouraged if your sales team members are making significant earnings, as it correlates with the overall success and growth of the business.
6. Involve sales in product development to ensure alignment between customer needs and product roadmap. Initiate a weekly meeting between the VP of Sales and the VP of Product to discuss the budget allocation for feature requests and prioritize it. This regular interaction ensures that both teams are aligned on priorities and helps prevent last-minute disruptions.
🚀 Elevating your sales team to stellar heights starts with hiring stars, not just suits!
Sales are the rocket fuel for any company's growth, and getting that mix right can be more art than science. Just like SaaStr's Jason Lemkin suggests, hiring your first #salesperson is a strategic move, not just a task to tick off. But what if we applied this meticulous #hiring process beyond the sales team?
Imagine if your ads had the same precision targeting as your top #sales hires. With MNTN, your campaigns can be as carefully chosen as your sales MVPs - ensuring your message lands in front of the #audience that's most likely to #convert. After all, why settle for casting a wide net when you can use #CTV to spearfish?
So, let’s not just focus on hiring the right people; let’s talk about placing the right #ads, in the right place, at the right time. That’s how you turn a great sales strategy into a holistic #growth engine.
Ready to find out how MNTN can give your sales org that cutting-edge? Let's chat!
Deeply researched product, growth, and career advice
🆕 Building a world-class sales org with Jason M. Lemkin
Jason is the founder of SaaStr, the world’s largest community for B2B/SaaS founders, and the mastermind behind two of the world's largest annual B2B tech conferences, SaaStr Annual and Saastr Europa.
Prior to founding SaaStr, Jason was CEO and co-founder of EchoSign (sold by Adobe), VP at Adobe, co-founder of NanoGram Devices Corp., and VP of NeoPhotonics.
In our conversation, we discuss:
🔸 How long a founder should be doing sales
🔸 Signs it’s time to hire full-time salespeople
🔸 Why you need to hire two salespeople
🔸 How to comp your salespeople
🔸 How to interview salespeople
🔸 When to hire a VP of sales
🔸 How to avoid salespeople flaming out
🔸 How to scale your sales org
🔸 How to improve the relationship between your sales and product teams
🔸 Much more
Listen now 👇
YouTube: https://lnkd.in/gJZ-WqyQ
Spotify: https://lnkd.in/gjgKCACQ
Apple: https://lnkd.in/gXGY3VAn
Some key takeaways:
1. Hire your first salesperson when you have closed the first 10 customers and are spending more than 20% of your time on sales. Don’t be swayed solely by impressive resumes or acronyms; instead, seek out those individuals who you would personally buy your product from.
2. Instead of rushing to hire a VP early in the startup phase, wait until you have established a repeatable sales process and witnessed success with initial sales reps hitting quota. Hire a VP of Sales to help you scale from three sales reps to 300 reps.
3. Make sure your VP of Sales actually wants to sell, not just manage.
4. Prioritize the early success of sales reps by allowing them to keep 100% of their initial sales for the first three months. This provides an opportunity to assess their capabilities without immediate financial pressure.
5. If your salespeople are making substantial money, it’s a sign that the company is succeeding and the equity of both the reps and the founders is increasing in value. Therefore, don’t be discouraged if your sales team members are making significant earnings, as it correlates with the overall success and growth of the business.
6. Involve sales in product development to ensure alignment between customer needs and product roadmap. Initiate a weekly meeting between the VP of Sales and the VP of Product to discuss the budget allocation for feature requests and prioritize it. This regular interaction ensures that both teams are aligned on priorities and helps prevent last-minute disruptions.
For anyone that's a founder of B2B SaaS, I highly recommend listening to Lenny Rachitsky's recent podcast with Jason M. Lemkin. This was one of the most refreshing, grounded, and very implementable guidance I've heard for building a sales team from ground zero for B2B tech founders. Jason gets right into the classic pitfalls when building sales and the essential role that founders play. If you're a founder and you've never been comfortable with sales, you really need to listen to this podcast 👋 👂✍️
#startups#foundersjourney
Deeply researched product, growth, and career advice
🆕 Building a world-class sales org with Jason M. Lemkin
Jason is the founder of SaaStr, the world’s largest community for B2B/SaaS founders, and the mastermind behind two of the world's largest annual B2B tech conferences, SaaStr Annual and Saastr Europa.
Prior to founding SaaStr, Jason was CEO and co-founder of EchoSign (sold by Adobe), VP at Adobe, co-founder of NanoGram Devices Corp., and VP of NeoPhotonics.
In our conversation, we discuss:
🔸 How long a founder should be doing sales
🔸 Signs it’s time to hire full-time salespeople
🔸 Why you need to hire two salespeople
🔸 How to comp your salespeople
🔸 How to interview salespeople
🔸 When to hire a VP of sales
🔸 How to avoid salespeople flaming out
🔸 How to scale your sales org
🔸 How to improve the relationship between your sales and product teams
🔸 Much more
Listen now 👇
YouTube: https://lnkd.in/gJZ-WqyQ
Spotify: https://lnkd.in/gjgKCACQ
Apple: https://lnkd.in/gXGY3VAn
Some key takeaways:
1. Hire your first salesperson when you have closed the first 10 customers and are spending more than 20% of your time on sales. Don’t be swayed solely by impressive resumes or acronyms; instead, seek out those individuals who you would personally buy your product from.
2. Instead of rushing to hire a VP early in the startup phase, wait until you have established a repeatable sales process and witnessed success with initial sales reps hitting quota. Hire a VP of Sales to help you scale from three sales reps to 300 reps.
3. Make sure your VP of Sales actually wants to sell, not just manage.
4. Prioritize the early success of sales reps by allowing them to keep 100% of their initial sales for the first three months. This provides an opportunity to assess their capabilities without immediate financial pressure.
5. If your salespeople are making substantial money, it’s a sign that the company is succeeding and the equity of both the reps and the founders is increasing in value. Therefore, don’t be discouraged if your sales team members are making significant earnings, as it correlates with the overall success and growth of the business.
6. Involve sales in product development to ensure alignment between customer needs and product roadmap. Initiate a weekly meeting between the VP of Sales and the VP of Product to discuss the budget allocation for feature requests and prioritize it. This regular interaction ensures that both teams are aligned on priorities and helps prevent last-minute disruptions.
Excellent week for Jointflows.
1) feedback from the CRO of one of our customers that Jointflows (and Evidence Based Selling) has already started changing sales culture and performance. Love that!
2) onboarded a significant retail tech player after a Jointflows accelerated sales process. We started to build out their sales approach as part of our ‘Evidence Based Sales’ approach - the platform is already creating value for them as a result
3) had a really interesting chat with a Prospect CRO attempting to author and roll out processes from Top-of-funnel through Sales and Onboarding. Missing piece of the puzzle - how to systematise and create reporting around adoption - enter Jointflows!
4) connected with a leading Sales Training / Change Management consultancy (they’re very impressive btw) and as above - huge opportunity for Jointflows to support the cultural and process change they evangelise.
Not bad for a week in ‘no business gets done’ August.
💢 Author Megadeals, large deals in sustainability tech
2mo👌👌👌