Dan Shapiro

“I think where a lot of people get struggle is where the top leader is basically thinking about the business three to six months out. And I think a lot of sales leaders do because they grew up in a quarter to quarter individual rep capacity versus thinking abou…”

“And at least in a startup, most people, like, the thought process that we've seen is, you know, okay, we're at 50 people. We need to be at 500 people. Who has managed a 500, been a manager in a 500 person org? Okay, great. Let's go bring them into our org. Oka…”

“You can learn more in two days in an office than you can talking to them over the phone for a year.”

“Those moments are where the organization learns what the culture really is. Who do you hire? Who do you promote? Who do you let go? Like, that's where culture gets defined, from my perspective.”

“Some roles, like hunting roles, early in a startup's career, have tremendous variance of success. Some people crush it, a lot of people don't, and you're probably going to have to cycle through people pretty quickly.”

“I always set a time period for myself, so I say, okay, great. It is July. By October, I'm gonna make a decision, and in October, even if I still feel in the middle ground, it's a no.”

“Some of the people that took the longest to mature as salespeople had the highest potential in the long run.”

“Anyone that acts like, has the bravado to act like, oh, it's easy for them to know when to fire someone, I think that those people, ah, are in middle management. They're sort of relegated to middle management, right?”

“When I inherited it was Probably about a forty million dollar business and grew it to over a billion dollars in the span of about four years.”