sales rep

“If you're an existing market with a better mousetrap, you know, I probably tend to go with the sales reps. If you're in a brand new category, and you're really doing some missionary sales, that's the time when you need to start thinking out of the box, and you…”

“So, one of the things that, that we found with our client base Has to record a pitch for their manager to review. They record it on average, 6.6 times.”

“By being responsible for churn, they're gonna do what they can to sell into the right ICP that's not gonna churn, and keep that customer whole so that they have to sell less new bookings.”

“There, basically, there's a rule that if you overperform, you can do whatever you want. But if you cannot prove, you know, superior performance, then you have to, you know, stick to the best practices that we've set up and shared and everything.”

“I didn't have sales reps until, again, we had thousands of customers, and the way I approached it very unconventionally.”

“I mean, no. I would have reps first to show that your stuff works, that customers are interested, that prospects are interested. You're gonna find a couple amazing reps, and you're a startup, and you're gonna hire for aptitude at first. So, I would start with …”

“Culture of success is when lots of reps are hitting their number. I've got a number in my head, you know, we want to have between 50 to 70% of reps hitting their number.”

“The first two reps have to be people that you would buy from, ok?”

“A great VP of sales always has at least a couple of people that worked in their last gig that whatever they do, they want to go with them, right?”

“And whether you're selling, I think to the fortune, or you're selling to a two person startup, I think freemium's the way to go in almost any model because no one wants to talk to your sales rep anymore.”

“There are people who and this is maybe less true in sales, but it does exist, that are less comfortable sort of like asking for help. They're just not, they feel like they're intruding or they're taking somebody's time. Those types of people will struggle more…”

“So our sales rep compensation is tied To the ultimate gross profit on the deal and ensuring that not only is the program scaled, but priced at value, right?”

“You do not want to even think about moving to the next phase. Until those reps, based on their booking and sales yield, are covering the fully board cost of the sales org.”

“What makes them 10 X, and it took me a long time to figure this out, is that they can change their playbook. 90% of sales reps, and this works out the bigger you get. They sell exactly the same way.”

“Drive's the one that's most linearly correlated with results. Intelligence is more of a threshold value. If they're smart enough. And sure, more is better, but really it's Drive that, that, that scales.”

“I'd rather have an expert in my product that's a decent closer than an amazing closer that doesn't understand the product. They won't close anything until your brand is just mega.”

“One in four reps fail. That's the average.”

“I think you need someone who is really able to find their own leads, is really able to hustle, is hungry, Can live in an environment where there's nothing there yet, where there's no established process, who is really a builder and wants to build things, who w…”

“As these SDRs start generating meetings and pipeline starts to build, then yes, hire two sales reps. Never hire one, always hire in pairs.”

“If you consider that one SDR can fill the pipeline of up to three reps, you can accelerate revenue at a very quick rate.”

“You don't want your SDRs following up on a lead from an active in-flight prospect. You want your sales reps. So if you do this right, An inbound lead operation should make sure that leads are getting dispensed and dispersed to the right people, and you have th…”

“And the thing that you're referencing, Jason, that was a huge takeaway for me is it makes such a huge difference which sales rep gets the lead in terms of the probability of that deal closing. Like, you would think the product is what matters, but there is so …”

“Eventually we split out the team when we cross kind of like 30, 40 people. And we had one team of customer success reps that only focused on churn... And whenever an opportunity came to sell a new product or to increase our share of wallet with an existing pro…”

“When we first added sales reps, it was largely, we had just created a scale version of our product. Like we call it the data center edition. So we basically finally had a product that was built for large customers. And what I say is had an ASP high enough wher…”

“We would force, we would push everybody's accountability one step deeper in the funnel, because what does that do? Well, automatically, now that, that sales rep who has responsibility for what goes on when they're at the next stage of the funnel and implementa…”

“Do leads pick up the phone and want to talk to your team at expected rates? This is mainly a training issue. That where reps might not know how to speak the right language to prospective customers, or might not understand what customers are looking for.”

“If lead rejection rates actually start to go down, it might mean that your leads are just not getting followed up with.”

“If you hire someone from something that is great, but easier to sell and yours is harder, they will fail almost always.”

“We made decisions based on a spreadsheet. We had a historical data on rep effectiveness in 20, 20 and 20, 21 in finance plugged the number going from 10 reps to 14 reps into the spreadsheet. And the spreadsheet said this was what was going to happen when we go…”

“In founder-led sales, unfortunately, you can't hire the diverse type of rep that a great CRO or VP of sales can hire. They have to be narrow. They have to be people that work on your wavelength, that talk the way you talk, that can do no look passes, that you …”

“Reps spend about 75% of their time on non-selling time. If you measure the hours that their customer facing, it's 25%, sometimes even less.”

“We're gonna see, like, the certified real human, which can be the new, like Parmigiano-Reggiano of, like, sales. Well, like, hey, like, this is a stamp. This is, like, actually a meat bag that's talking to you, and some people are gonna like that. Some people …”

“No one does reference checks since March, 20, 20. No one asks sales reps to do demos before they hire them anymore.”

“One of the things that I've seen very consistently in terms of being one of the biggest growth drivers at companies I've worked at, it's having highly tenured reps. Those reps are the ones that tend to have, in my experience, Tend to have the highest in rep pr…”

“Because your AI, at least by next year, is going to be better than 80% of sales reps. Not the best.”

“I don't think they have a job next year. I think most, I think they're going to quickly lose all and they're not going, and I don't think they're going to step up and become AI experts.”

“The only problem is it's entirely wrong. And, you know, you have like a sales rep that is adding their own like subjective Experience about the account. Like they may want to influence the sales manager to think that the deal is going to close, or they may be …”

“Most sales reps want to earn 80% of what they can for 30% of the work.”

“There's no excuse for a sales rep or a CSM or a support rep to not have context about your account, to know what you're doing.”

“I think it takes a lot of work to get that last mile good enough where you would say, Hey, we're actually going to feel confident actually having the AI act as the sales rep or act as the CSM in these equations where it's going to get there. It's going to get …”

“It's better to give a precious lead to an ad to a B plus AI than to give it to someone in sales. That's going to quit, not show up or screw up the deal.”