The transition from founder-led sales to a structured sales team is a crucial step for any growing business.
This evolution requires a strategic and well-planned approach to avoid common pitfalls.
Understanding best practices can make all the difference between the success and failure of this endeavor.
Moving from an approach where the founder directly manages sales to a structure with dedicated salespeople is often a step where many stumble. Founders, with their deep product knowledge and passion, are often the best first salespeople. However, to scale effectively, it becomes essential to delegate and structure the sales team.
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Why the founder should remain involved in initial sales
In the early stages of a business, the founder is often the best salesperson. Their deep knowledge of the product, passion, and ability to create genuine relationships with customers are invaluable assets. By acquiring the first customers themselves, founders gain an intimate understanding of the sales process, common objections, and the factors that resonate with buyers. This allows for a clear definition of business strategies before delegating these tasks.
This phase is non-negotiable: even if the founder does not particularly enjoy sales, their involvement is crucial to build a solid foundation. After closing the first 10 to 20 customers, it is time to recruit the first two sales managers to scale operations. It is essential not to rush this transition to avoid hiring salespeople without a well-defined process, which could lead to disappointing performance.
For more details on the importance of keeping the founder involved, check out this article on Datlassian.
How to effectively recruit the first salespeople
When building the first sales team, it is recommended to hire two salespeople from the start, rather than one. This approach allows for performance comparison and helps identify which techniques work best. For example, one salesperson may excel at outbound prospecting, while another may be more effective at closing incoming leads. This diversity provides a solid foundation for refining the sales playbook and determining which type of salesperson thrives within your company.
Moreover, when two salespeople meet their quota, it becomes possible to recruit a sales manager to manage and develop the team. This leader can leverage the insights gained from the first salespeople to hire and train additional members, enabling scalable growth. To learn more about best recruitment practices, visit our guide on reinventing digital agencies.
What is the importance of documenting the sales process
Before transferring sales responsibilities, it is essential to have a reproducible process. This includes defining an ideal customer profile (ICP), establishing a detailed sales playbook, and setting up an effective CRM. An accurate ICP allows for targeting the right prospects, while a sales playbook provides a clear roadmap for each step of the sales cycle, including scripts, objection management techniques, and proven demonstrations.
Using a CRM like Salesforce or HubSpot is crucial for tracking leads, transactions, and the sales pipeline. Without this foundation, salespeople will struggle to replicate the founders’ success. If the process is not yet fully defined, it is possible to work on these aspects with the first salespeople as they onboard. For essential CRM tools in 2025, check out our selection of marketing tools.
What are the criteria for choosing the right salespeople
Choosing the first salespeople is crucial. It is important to recruit individuals who not only possess the required skills but who are also potential buyers of your product. Look for candidates who align their values with those of your company and who demonstrate a genuine conviction in your offering. This ensures that salespeople will have an authentic way to present the product, which inspires confidence in potential customers.
Furthermore, the first salespeople should be self-sufficient and capable of generating their own leads. They should quickly adapt to an often unstructured environment, finding innovative ways to reach and convert customers. For more information on the importance of cultural alignment, check out our article on the representation of women in sales.
How to structure salespeople’s compensation
The compensation structure is a key element to attract and retain sales talent. A balanced approach is to offer a competitive base salary combined with an incentive commission structure. A common model is the 50/50 split between base salary and commissions, ensuring that salespeople are rewarded for their performance while having financial security.
It is also crucial to offer attractive on-target earnings (OTE) to attract the best talent. A compelling OTE will encourage salespeople to exceed their targets and remain engaged within the company. For effective compensation strategies, check out our case study on Datlassian.
What approach to take for sales leadership
Once you have recruited a VP of sales or a sales manager, it is essential to grant them significant autonomy to build and manage the team. A good sales leader should be able to hire a diverse team with complementary skills and allow them to play to their strengths. Your role is to provide the necessary resources and offer support without unnecessary interference, except in case of major issues.
By giving enough space to the sales manager to experiment and adjust strategies, you foster rapid and efficient growth. If the sales leader successfully increases sales significantly, it is important to allow them to continue developing the team and processes according to their vision. To delve deeper into this topic, check out our article on mastering the art of sales.
How to set effective quotas for salespeople
Establishing realistic and motivating quotas is essential to maintaining the performance of salespeople. Quotas should be based on measurable objectives and aligned with the capabilities of each team member. For new salespeople, it is recommended to give them one or two sales cycles to prove their ability to meet the set goals. This allows for assessing their actual effectiveness rather than relying on a single evaluation period.
During this period, it is important to closely monitor key performance indicators (KPIs) such as conversion rates, transaction sizes, and sales cycle lengths. If issues arise, it is crucial to understand the root causes and adjust strategies accordingly. For additional advice on setting quotas, check out our guide on reinventing digital agencies.
Why founders must remain involved in the sales process
Even after transferring sales responsibilities to the first level of the team, founders must continue to be deeply involved in the sales process. Engaging in key sales calls, reviewing pipeline reports, and directly interacting with customers helps maintain a strategic vision and adjust tactics based on market feedback.
This ongoing involvement helps to refine the sales strategy and ensure that the team remains aligned with the company’s overall vision. Insights from founders are invaluable for adapting sales methods and maintaining consistency in commercial approaches. To understand the importance of staying involved, check out our article on mastering the art of sales.
How to manage your time after setting up a sales team
Transitioning from founder-led sales to a commissioned sales team changes time management. It is crucial to realize that, even after the transition, the time spent on sales activities and with prospects does not actually decrease. Instead, the role evolves into more of a mediator position, where the founder focuses on managing ongoing deals rather than opening and closing sales.
With an expanding sales team, founders will regularly be called upon to contribute to various deals, without gaining any net time. The increase in the number of transactions demands more effective management and greater delegation of responsibilities while remaining close to the process to ensure strategic alignment. To better understand how to manage this transition, visit our case study on Datlassian.
What are the benefits of generous compensation for salespeople
Offering attractive compensation is essential to attract and retain top sales talent. Salespeople who join a startup take a risk, and competitive pay can motivate them to fully commit. A balanced compensation structure with a good base salary and incentive commissions ensures that salespeople are rewarded for their performance while having financial security.
Moreover, it is important to offer attractive INCENTIVES, such as a significant share of commissions, to encourage salespeople to surpass their goals. Early salespeople can also be motivated by equity participation, strengthening their commitment and attachment to the company. For effective compensation strategies, check out our case study on Datlassian.
How to empower your first sales leader
Once a sales leader is in place, it is crucial to grant them the autonomy needed to build and manage the team. A good leader will know how to hire diverse salespeople with complementary skills and allow them to play to their strengths. Your role as a founder will be to provide the necessary resources and support while allowing the sales leader to operate independently to maximize results.
By entrusting the sales management to the leader, you allow them to develop effective strategies and adjust tactics based on team performance. This support ensures that the sales leader can focus on rapid growth and team efficiency while maintaining strategic alignment with the company’s goals. To learn more about empowering sales leaders, check out our article on mastering the art of sales.
Why it is essential to stay involved in the sales process
Even after setting up a sales team, it is essential for founders to remain closely involved in the sales process. Participating in key sales calls, reviewing pipeline reports, and interacting directly with customers helps maintain a strategic vision and ensures that the team stays aligned with the company’s objectives.
This ongoing involvement allows for quick adjustments to sales strategies based on market feedback and the team’s performance. Moreover, it reinforces the coherence between the founder’s vision and the actions of the sales team, thereby ensuring harmonious and sustainable growth. For more advice on founder involvement in sales, check out our article on mastering the art of sales.
