Sales careers & hiring
Sales team and org structure guides
Structure decisions are hiring decisions. These guides cover what to build, in what order, and which shapes tend to break.
Guides
Team & org design guidance
Team and org design
SaaS sales org structure
How to structure a SaaS sales organisation from startup to enterprise: which shapes fit which motion, who owns renewal and expansion, and what each choice costs.
10 min read
Team and org design
SDR and AE team structure
How the SDR and Account Executive split works in practice: reporting lines, the handover definition, ownership of each stage, and when full-cycle selling is the better answer.
9 min read
Team and org design
First Sales Operations hire
The observable signals that justify a first Sales Operations hire, how the seat usually grows, and when a fractional or manager-owned arrangement is still the right answer.
8 min read
Team and org design
When to hire a RevOps leader
How to tell whether you need Revenue Operations leadership or more operations capacity, where the seat should report, and how to fill the gap in the meantime.
8 min read
Team and org design
When to hire a Head of Sales
How to tell whether you need a Sales Manager, a Head of Sales or a fractional leader, what triggers each layer, and the cost of adding leadership too early.
8 min read
Team and org design
Hunter vs farmer structures
Whether to separate new business from account management: what each structure protects, what it costs, and how to allocate renewal and expansion so the split holds.
8 min read
Team and org design
Customer Success and Sales
The handover, adoption, renewal, expansion and escalation decisions that determine whether Customer Success and Sales cooperate or compete — with an ownership matrix to fill in.
8 min read
Team and org design
When a founder should stop selling
The observable signals that a founder has become the constraint on revenue, what to hand over first, and what a founder should keep long after the first sales hire.
8 min read
Team and org design
Founder-led to repeatable
How to convert what a founder knows into something a sales team can run: documenting the buying reason, the qualification rule, the process and the handover order.
9 min read
Team and org design
Your first three sales hires
How the first three sales hires tend to sequence in a technology company, why the order changes with the sales motion, and the trigger to look for before each one.
9 min read
Team and org design
Player-coach or Sales Manager
When a player-coach is the right first sales leadership hire, when it is a false economy, and how to define the split so the role does not quietly become a solo selling job.
8 min read
Team and org design
Structuring your first sales team
The order to build a first Sales and GTM team in, what each hire should own, and the structural mistakes that show up two quarters later.
9 min read
Elsewhere in the hub
Other sections
Hiring guides
Role-by-role guides to hiring Sales and GTM people: when to hire, what to write in the brief, how to assess and what usually goes wrong.
Interviews & scorecards
Interview questions, live exercises and written scorecards for Sales and GTM roles, so every candidate is assessed against the same criteria.
Onboarding
Practical onboarding and 30/60/90 day plans for new Sales and GTM hires, with what to measure at each checkpoint.
Career paths
How Sales and GTM careers actually progress: what each step requires, what changes at each level, and where people move sideways.
Career maps
Visual and tabular maps of Sales and GTM roles, showing titles, seniority, ownership and the realistic next steps from each seat.
Role comparisons
Side-by-side comparisons of Sales and GTM roles that are commonly confused, covering ownership, KPIs, skills, reporting lines and which one you actually need.
Salary & OTE
How Sales and GTM pay is structured — base, OTE, commission and accelerators — and what to check before you publish a range.
Benchmarks & market
Hiring process benchmarks and Sales and GTM market guidance, with the source and date attached to any figure that changes.
Hiring by industry
How Sales and GTM hiring changes by sector: what a SaaS, early-stage startup or enterprise software business actually needs from a seller, and how to assess it.
Talent markets
Regional context for Sales and GTM hiring, based on the markets we recruit in — local employer types, commute and hybrid realities, and what they mean for a brief.
Building out the structure rather than filling one seat?
Tell us the shape you are trying to reach and the order you are considering. We will tell you what sequence usually works, and what it costs to get wrong.