Jeanne DeWitt Grosser, Head of Americas Revenue & Growth at Stripe and former Dialpad executive, discusses practical methods for evaluating startup sales candidates.
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“When I was at Dialpad, one of the things we actually did was we brought folks in to the office. It's hard to do it in COVID, but like into the office for like a half day. And we actually just like let them, you know, sit beside our salespeople, stuck them on chat, saw, you know, if you dumped them in the deep end, could they actually sort of figure out how to respond to some of these things? And kind of gave them a hands-on experience with it, because we figured out that that was like a good way to separate who was like really a startup salesperson from somebody who was a salesperson who wanted to work at a startup.”
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Insight
Grosser: Pure product-led growth stops working beyond Series B
“So at Stripe, as an example, product-led growth, sort of like the online self-search channel was awesome for, let's call it a series A, series B company. The minute you get past that, it doesn't work anymore. You're not like, if you build it, they will come. P…”
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Grosser: Great sales reps can run effective calls without deep product knowledge
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Insight
Grosser: Product managers pitch effectively because they own the product vision
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Opinion
Grosser: Modern sales compensation structures are outdated 20-year-old relics
“I just think a lot of it is still a relic of how sales worked 20 years ago, and I think there's, like, a huge opportunity to be more innovative in the metrics, in the integration of cash and equity.”
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Disclosure
Grosser: Stripe's internal tooling and systems haven't scaled with sales headcount
“Honestly, like, we're hyper growth, and I think our, the underlying tool systems operations haven't scaled as quickly as we've Scaled salespeople. Data, rigor, velocity, those all hold us back.”
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Insight
Grosser: Early startup sales is equal parts revenue generation and R&D
“Because I've always sort of said sales is one part revenue and one part R&D.”
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