And you're ready to scale your sales hiring
Posted: Tue Jan 28, 2025 8:15 am
At this stage, you’re looking for junior sales development representatives (SDRs) or business development representatives (BRDs) who can later grow into an account executive role.
Hire two or three salespeople at a time. This promotes friendly competition and provides a benchmark against which to compare results and iterate sales strategies.
At this stage, you still need to be deeply involved. You’re managing, leading, and motivating this team. And you are still pitching, doing outbound and inbound sales, working with your reps, and listening to feedback.
You can’t outsource this. There are too many critical decisions to be made. You need these one-on-one customer experiences, different channels, and lead generation methods. It’s not enough to monitor numbers—you need to be living them.
3. Junior Sales Leader (3–15 Sales Reps)
By this point, your sales process has matured. Results are more turkey telegram data predictable. You’ve established an effective sales funnel. You can generate consistent growth. It’s not about exploration anymore—it’s time to focus on sales execution.
Bring in experienced sales leadership, like a sales manager or sales director. They should:
Fine-tune the sales approaches you’ve developed
Expand on what you’ve learned
Grow and manage your sales team (& establish a sales hiring process)
Set quotas, train, and coach reps
Look for someone with experience overseeing a sales team's growth from three people to 10, 20, or 30. Because that’s the next transition you’ll make—and you don’t want to be in charge of it.
This hire should have started as a junior sales rep in a previous company, grown into a managerial or leadership role there, and already managed a team larger than yours—at a company where you want to be in one or two years.
Hire two or three salespeople at a time. This promotes friendly competition and provides a benchmark against which to compare results and iterate sales strategies.
At this stage, you still need to be deeply involved. You’re managing, leading, and motivating this team. And you are still pitching, doing outbound and inbound sales, working with your reps, and listening to feedback.
You can’t outsource this. There are too many critical decisions to be made. You need these one-on-one customer experiences, different channels, and lead generation methods. It’s not enough to monitor numbers—you need to be living them.
3. Junior Sales Leader (3–15 Sales Reps)
By this point, your sales process has matured. Results are more turkey telegram data predictable. You’ve established an effective sales funnel. You can generate consistent growth. It’s not about exploration anymore—it’s time to focus on sales execution.
Bring in experienced sales leadership, like a sales manager or sales director. They should:
Fine-tune the sales approaches you’ve developed
Expand on what you’ve learned
Grow and manage your sales team (& establish a sales hiring process)
Set quotas, train, and coach reps
Look for someone with experience overseeing a sales team's growth from three people to 10, 20, or 30. Because that’s the next transition you’ll make—and you don’t want to be in charge of it.
This hire should have started as a junior sales rep in a previous company, grown into a managerial or leadership role there, and already managed a team larger than yours—at a company where you want to be in one or two years.