Jason Bay

If you can hire SDRs and they can transition into closing roles relatively quick... Don't hire AEs externally. Just hire more SDRs and promote them faster. If you hire external AEs you increase your risk of $180k+ hires, big time. Obviously this won't work for MM or Enterprise sales motions... But if you're selling to SMBs and run a simple sales process, make your life a hell of a lot easier and just nail hiring & onboarding for 1 role. Let the cream rise to the top, promote them fast. They'll ramp immediately and source their own deals. You can run this play for a longgggg time.

31

7 Comments

In the SDR army era, more dials = more deals. But volume doesn’t equal velocity. Turnover kills your momentum. And every new hire is trial-and-error. That’s where the GTM Engineer comes in. They’re able to scale results with automation and tools. But GTM engineers are expensive hires that need to understand: Orchestration, automation, data enrichment, sequence logic, deliverability, lead scoring, attribution modeling, webhook management, API rate limits, troubleshooting 15+ tool integrations, and all the complexity involved. You shouldn’t need a PhD just to grow your business. A GTM lead equipped with GTM-1 Omni solves this complexity. AI handles all the orchestration, automation, tools, etc. And the human focuses on: - Nurturing relationships - Talking to prospects - Building trust That’s how I see the next era of GTM. A world where relationships and trust come first. Powered by machines that handle the repetitive work.

25

2 Comments

You can predict 90% of a rep’s future performance from one interview question. Not experience. Not resume polish. One question that exposes how they handle pressure, ownership, and effort. It’s wild how consistent the pattern is across SMB sales teams. Ask a rep, “Are you competitive?” They’ll say yes. Ask, “Do you work hard?” Yes again. These questions measure nothing. Instead, ask: Think of a few times where you had to push harder than anyone around you. What were those situations, and what did you do? You’re looking for: - How fast they retrieve examples - Whether the stakes felt real - Whether they take ownership - Whether they learned anything from it We broke down the exact interview framework for finding the best SMB sellers in the ultimate guide for vertical SaaS sales leaders. Comment “rep” below and I’ll share the full guide 👇 Always satisfying when chaos turns into something predictable.

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3 Comments

10 non-negotiables for scaling sales org past $100k/mo: #1 - Validate the offer yourself before you hire a single rep #2 - Separate your setters and closers into dedicated roles (full-cycle reps suck, almost always) #3 - Build a real onboarding playbook with scripts, SOPs, call recordings, and a day-by-day calendar #4 - Compensate with an OTE structure that a rep can reverse-engineer before they accept the role #5 - Track cash collected, not "deals closed" (your CRM saying "closed won" means nothing if the Stripe charge failed or the payment plan fell apart two weeks later.) #6 - Build a pre-call sequence that answers objections before the sales call even starts #7 - Know your speed-to-lead number and hold your team to it (if you're spending $6K/month on ads and nobody's calling those leads within 5 to 7 minutes, you are burning cash) #8 - Run your CRM like a single source of truth with clean pipelines, proper tags, and lead scoring #9 - Coach from real call data, not self-reported EOD summaries (you can't fix what you can't see, us AI to scan every call transcript for coaching notes) #10 - Ask yourself "would I work for me?" before you build a team

29

6 Comments

𝗜’𝘃𝗲 𝗵𝗮𝗱 𝟮 𝗰𝗮𝗹𝗹𝘀 𝘁𝗵𝗶𝘀 𝘄𝗲𝗲𝗸 𝘄𝗶𝘁𝗵 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀 𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝘁𝗼 𝗮𝗱𝗱 𝗴𝗿𝗲𝗮𝘁 𝘀𝗮𝗹𝗲𝘀 𝘁𝗮𝗹𝗲𝗻𝘁. 𝗧𝗵𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗰𝗮𝗺𝗲 𝘂𝗽: “𝗪𝗵𝗮𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝘄𝗲 𝗽𝗮𝘆?” I share what the market OTE is—based on hundreds of data points. The response: “Ok on OTE…but I want to set a lower base and a more aggressive commission structure.” 𝗛𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹𝗶𝘁𝘆: — You’re a startup with no track record of reps hitting quota. — Top salespeople are already producing in their current roles. — Why would they leave guaranteed income for a lower base and unproven upside? And by the way…“uncapped commission” isn’t the golden carrot many founders think it is. If the base is too low and the path to OTE is unclear, the best reps won’t even engage. 𝗖𝗼𝗺𝗽 𝗵𝗮𝘀 𝘁𝗼 𝗯𝗲 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗶𝗻 𝗮 𝘄𝗮𝘆 𝘁𝗵𝗮𝘁’𝘀 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗮𝗻𝗱 𝗯𝗲𝗹𝗶𝗲𝘃𝗮𝗯𝗹𝗲. 𝗢𝘁𝗵𝗲𝗿𝘄𝗶𝘀𝗲, 𝘁𝗵𝗲 𝘁𝗮𝗹𝗲𝗻𝘁 𝘆𝗼𝘂 𝘄𝗮𝗻𝘁 𝗺𝗼𝘀𝘁 𝘄𝗶𝗹𝗹 𝗻𝗲𝘃𝗲𝗿 𝘁𝗮𝗸𝗲 𝘁𝗵𝗲 𝗿𝗶𝘀𝗸.

81

24 Comments