Dhiraj Kumar’s Post

⏰ TIME = MONEY 💸 The shorter a new rep’s ramp time, the faster they start contributing to the team’s revenue goal. It’s not just about sales newbies starting their first job or getting that coveted promotion from SDR to AE. It's hundreds of thousands of experienced sales reps starting a new job each year. Remember, the average tenure for a B2B sales rep is now a mere 18 months. That means everyone is a newbie somewhere, on average, every other year. 😱 Add to that, most of us are now onboarding remotely. That means no opportunity to learn by osmosis or tap a colleague on the shoulder when we have a question. Just a pile of old recordings, some PowerPoints, some sessions here and there… No wonder more reps than ever don’t ramp fully and get let go during onboarding. And while it’s agonizingly painful to look for a job just 3 months after starting a new gig, it’s the companies who are the biggest losers in this game: - Average cost to hire for a B2B sales rep ~ $30k (source: MarketSource Inc.) - ARR that could have been won by a successfully onboarded rep in 6 months ~ $250k Live coaching can make the difference between a successfully onboarded rep and $250k in net new ARR and broken dreams. But don’t just take our word for it 👇

6 months ago, this popular SaaS org [who’ll remain nameless] fired 18/20 of its BDRs, several AEs, and growth marketers. They are now rehiring for those same roles. I don’t understand this vicious cycle in SaaS. [Here’s what I’m observing in our industry] 1) Not every company needs several SDRs and AEs to generate business. Some can solely rely on a strong marketing motion. 2) Buyers aren’t buying the same way they used to. They are more educated and need less hand holding. If your solution isn’t complex, then you don’t need an SDR/AE dynamic. 3) Businesses don’t know how to hit their revenue goals anymore. They panic and hire multiple sales/marketing roles without a clear plan. 4) Revenue leaders are being forced into overhiring because of pressure from VC/PE. You need a stronger plan. Otherwise this rapid hire/fire cycle will never end.

LOOKING TO BREAK INTO CUSTOMER SUCCESS!? 👀 How should you approach a job that specifies: "Customer Success experience is essential"!? Here's where I bring in the legend that is Ryan O'Connell High-level: - Customer Success & hashtag #RevOps hero 🦸🏼 - SaaS Ones to Watch 2024 👁️ - VP, Client Services for Fuse Universal 🧨 - Ambassador for SaaS Alliance 👔 The key takeaways.. 💡 Be proactive.. Don't rely on your CV to do the talking (Hear Ryan's example).. 💡 Make it easy for the hiring manager to see why you're a great fit 🎥 👇🏼 #customersuccess #opentowork #hiring #cvtips #proactive #saas #recruitment

What do you look for in a Customer Success Manager hire? I get asked this question a lot, and my answer is always the same: It depends. What kind of company am I hiring for? How is the CS team incentivized? What are the goals of the organization as a whole? In my view, there is a CSM skillset spectrum with "pure problem solver" on one end and "salesperson" on the other. In today’s world, we’re seeing more CSMs closer to the sales end of that spectrum being hired - that’s the reality of where we are. In SaaS, we’re focused on maximizing revenue, and getting renewals isn’t enough. We need to sell more, and what better place to do that than with our existing customers? However, there is still a strong need for hands-on, subject matter experts who love nothing more than to help a customer solve a problem or get something done quickly. Companies that assign the responsibility of upselling to a different team, or perhaps to the original salesperson who made the deal, are still out there, and the "helpers" still have a home. At the end of the day, every company is different and usually falls somewhere on this spectrum. As a hiring manager, you have to look for a mix of skills based on where your company is on this spectrum. The most important thing is to have this understanding from the top down. Alignment on "who we are" is crucial. The last thing you want is to hire a team of helpers when, in reality, you have a boss and executive team focused on revenue growth. Where is your team on this spectrum? Is it aligned with where your executive team thinks it should be?

🚀 Growing a SaaS startup? The clock is ticking, and every day counts. But there's a roadblock: the traditional hiring process. It's a journey fraught with delays and inefficiencies that can slow your rate. 1️⃣ The hiring marathon Finding the right SDRs and BDRs is no small feat. Job postings, CV screenings, interviews, assessments, negotiations—it’s a marathon, not a sprint. On average, filling a position in the tech industry takes about 42 days. That's 42 days of potential growth slipping away. 2️⃣ The onboarding obstacle Once you’ve crossed the hiring finish line, the onboarding process begins. Training a new SDR on your products and sales processes can take 8-12 weeks, according to Glassdoor. During this phase, productivity is still ramping up, slowing your sales traction. 3️⃣ The cost of delay Every delay impacts customer acquisition and revenue growth. HubSpot reports that efficient sales processes lead to 28% faster revenue growth. Can your startup afford to wait? Stay tuned to learn more 🚀 #sdr #saassales

Hiring Managers ALERT!🚨🚨 Starting a company? Piece of cake (said no one ever). But watching Nalla Teja Siddhartha & Ganesh Gaonkar transform, It is the sweet reward. These B2C sales ninjas took a leap and immersed themselves in our B2B SaaS bootcamp at HireForSkillz In just six weeks, they mastered: 🔍 Marketing Research 📝 Lead & Account Qualification 📈 Lead Generation 👥 Buyer Personas 📞 Cold Calling ✉️ Cold Emailing 🔗 LinkedIn Branding & Social Selling Their hard work paid off with impressive projects in their portfolios! 📂 Connect with them to check out their amazing work on their portfolio website! (Trust me, You don’t want to miss it) 🤯 Aspiring B2C salespeople, level up with us. Hiring managers, snag these SDR stars before they’re gone! Let’s make this happen! 💼💡 #SalesTraining #B2BSaaS #LeadGeneration #ColdCalling #HireForSkillz #SalesHustle #SalesExcellence #CareerGrowth #SDRs #HiringSDR #CareerChange #B2CSales #Zoho #HubSpot #Chargebee #Whatfix #LeadSquared #CleverTap #Razorpay #MoEngage #BrowserStack #Postman #VWO #Wingify #Darwinbox #Mindtickle #Wingify #G2 #Sprinklr #Kissflow #Freshservice #Freshworks #Netcore #Everstage #Spotdraft #Plum #Hevodata #Clari

If you’re struggling to build and properly scale your RevOps team, this post is for you! CRM + RevOps Tech + Strategy = RevOps Success

📢 Rippling is growing our SF SDR Team!! 💥 Here's why you should apply... 👇 👀 🗣️ Enablement & Coaching 🤝 - From onboarding to "everboarding", we're committed to ongoing investment in your skills and acumen 🏆Unmatched PMF 💰 - Your success as a salesperson is largely determined by the quality of your product --> come sell the best HR & Ops product around 🫡 Elite Peer Group 🤘 - Learning from your colleagues is an underrated privilege - come work with people who give a sh*t about the task at hand 🌲 Growth Opportunities🔝 - We hire from within. No 🧢. If you want to expand your horizons, we'll give you the tools and pathing to do that Seem compelling? Let's chat. 👇 Application link down in the comments! 👀 **Note: this is a hybrid role - 3x per week in-office ** #sdr #hiring #openroles #inoffice #sales #salesdevelopment #emojis #yourewelcome

Why are the best RevOps people former sales reps? 🤔 Because they get it. They know the grind, the frustrations, and the reality of those roles—not just the theory. And that makes them 10x better at building systems, processes, and automations that people actually use. If you haven’t felt the pain of chasing a deal with a broken CRM or launching a campaign where the tracking didn’t work (but still got blamed), you’re missing the instincts to truly fix those problems. Why this works: ✅ Empathy is a cheat code. If you’ve lived the role, you naturally prioritize what matters: speed, simplicity, and results—not fluff or over-complication. ✅ You can speak the language. You know why a sales leader freaks out about pipeline hygiene in Q4 or why a marketer’s biggest fear is the attribution report at quarter’s end. And because you know the stakes, you build accordingly. ✅ You’re closer to the goal. Ops is about removing obstacles—not adding new ones. The best RevOps people aren’t there to “manage tech.” They’re there to help close deals faster, plain and simple. The same logic applies across the board: 🔥 The best marketing ops? Former marketers. 🔥 The best CS ops? Former CSMs. 🔥 The best IT ops? People who’ve had to “just fix it” for non-technical teams. My hot take: Ops should be a natural evolution of someone’s career in the trenches—not a fresh start. The best solutions come from people who’ve lived the problems. What about you? 👉 Have you made the leap from the trenches to ops? 👉 What’s something you “got” immediately because of your past role that other ops folks might miss? Drop your stories or disagree with me—I’m here for it.

There’s a good number of folks in the Revenue Operations space who think companies should hire someone in RevOps before or at the same time as their first couple sales hires. Huh? You don’t need someone to build a “perfect” CRM and manage your sales/marketing tools if you only have 1 BDR and 1 AE. That should should be obvious, but it isn’t. In the early days, a company needs to be scrappy to survive. If you’re an early sales hire, you should be wearing multiple hats: Prospector, Closer, Marketer, Sales Engineer, and CRM Admin. People who disagree say things like, “How can sellers do their jobs if their tools and processes aren’t set up to help them?” Answer: In the early days, figure it out. The expectation that every business function needs to be set up perfectly early is a reason why so many tech companies overspent and went out of business. The scrappy startup is in desperate need of a comeback. RevOps is a function to support growing sales, marketing, and customer success teams. If it becomes too much of a focus in the early days of a company, a startup very likely won’t survive. And if you do survive, company leaders will justifiably be skeptical of ramping up spending on RevOps later on, when they actually should.