Not too long ago, a great buddy of mine working a Sizzling SaaS Begin-up requested me if he ought to rent a specific VP of Product candidate I knew effectively. The crew he’d be managing was a giant thumbs up on him. The board was in favor. And I knew this VP. This VP is a ten/10.
However … it wasn’t what this CEO was on the lookout for. He needed somebody totally different. Extra visionary, much less tactical. t simply didn’t click on. Not deep down.
My recommendation? Let him go. Simply don’t rent him.
Even when everybody loves this VP … it’s important to love the VPs you’re with. Otherwise you’ll by no means actually belief them. After which, they’ll by no means actually succeed. It’s simply too arduous until everybody actually, actually has every others’ backs.
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I’m no recruiter, however over the previous years I’ve “positioned” most likely 50-60 people I do know in promising SaaS start-ups as VPs or Administrators. The important thing right here is I look not only for the required expertise (at similar ACV, potential to rent a crew), but additionally, a great vibe match. Folks that might work effectively collectively.
And I’d say my success charge up to now is about 90%. 90% have gone on to be, at the least up to now, an actual success in as a VP or Director at their Subsequent SaaS Begin-up. However the ones that failed did shake me a bit.
The primary one which didn’t work out was for a VP Gross sales place for a fast-growing SaaS firm at about $4m in ARR. The corporate had by no means had a real VPS earlier than, and clearly, it was time. No VP of Gross sales candidate is ideal — if they’re, one thing’s off. Why would they take the job if it’s precisely what they’ve carried out earlier than efficiently? However this candidate was good. He had managed a crew of 20 earlier than, employed 8 of them efficiently, and three of the very best ones have been prepared to hitch him. He had bought at an analogous ACV and even in the identical vertical. And he clearly cared loads, and was enthusiastic about promoting the product.
What he wasn’t, was a Mr. Dashboards. He couldn’t promote up. He didn’t schmooze, and he didn’t look Nice in a Swimsuit. And he was comparatively younger and solely been a Director of Gross sales earlier than. He wasn’t 100% confirmed as a VP. He favored to simply ship. And the CEO didn’t love him. As an alternative, he cherished one other candidate he couldn’t get. One other candidate that was clean as silk, knew the business chilly, and had a confirmed “VP of Gross sales” on his resume.
I advised the CEO to simply rent this VP of Gross sales candidate. That at $4m in ARR, it was late already, the emblem accounts have been there, there have been sufficient leads, sufficient to construct on. Get it carried out. I believed, at a minimal, this VP of Gross sales would drive income per lead up, and greater than pay for himself.
And the CEO employed him. And by no means cherished him. And inside 4 months, the VP of Gross sales was gone. They by no means actually hit it off, and every little thing this VP of Gross sales did that was “flawed” (and there was a lot, as there at all times is), was seen as failing a check. And I assume … this failure … it was my fault.
Quick ahead to at the moment. Coincidentally-ish, I just lately met with this VP of Gross sales and his new CEO within the subsequent job he took. The place this VP of Gross sales is simply killing it. They’ve simply crossed $20m in ARR and rising quick. I requested this second CEO, how the VP of Gross sales was doing. Blowing it up, he stated. And importantly — the brand new CEO cherished this VP of Gross sales. Simply cherished him. One among his greatest hires ever, he stated.
Okay …
So everyone knows totally different people excel in numerous environments. Nevertheless it’s greater than that.
SaaS goes into battle collectively day-after-day. Profitable that subsequent buyer. Saving that massive deal. Constructing that loopy characteristic. Day by day, there’s a brand new drama.
It’s actually a crew effort. The VP of Gross sales opens and closes. The VP Advertising feeds the machine. The VP of Buyer Success retains it working and provides gasoline to the hearth. The VP Product makes certain the 1,000+ clients get what they want, as unimaginable as that’s. And the VP Engineering’s job is to make a enterprise course of 10x higher than it ever was earlier than, simply utilizing computer systems. That is teamwork. And it’s actually not that siloed in any respect. You’re all engaged on totally different components of the identical puzzle — Clients.
The place I don’t see true teamwork, I virtually at all times see eventual failure. Or at the least, underperformance. And should you don’t actually 100% helieve in your VP, you received’t again them the identical method. You’ll .. Wait and See. And that may simply restrict their efficiency, greatest case.
As CEO of a SaaS start-up, you actually can’t micromanage previous Initial Traction ($1.5m in ARR or so) at the least. Earlier than, possibly. However then, there’ll simply be an excessive amount of occurring. And you’ll solely let go and delegate to individuals you belief.
So don’t rent a VP you don’t love. It’s a little bit like a marriage, maybe. It doesn’t matter what their LinkedIn is, it doesn’t matter what anybody else says, regardless of how lengthy you might have been trying, it’s important to 100% imagine in them on Day 1. Interval.
If not — simply press on.
An awesome instance of CEO <-> CRO concord right here:
And a associated submit on “settling” for a VP you don’t actually love right here:
