Meka Asonye shares the lessons he has learned over the course of his career and the realizations he has made based on his myriad of startup and founder experiences.
If It’s Hard to Compete in the Early Days, Get Creative for the Customer
- Meet your customers where they are.
- Ask, what are their goals and what is standing in their way?
Apply First Principles to Re-Think GTM Solutions
- Do what is right for you, not what is familiar.
- First Principles: Pricing
- Determine the right model for your business.
- First Principles: Comp
- Give your early salespeople lower leveraged compensation plans to allow them space to experiment and learn.
- Know that sales compensation plans will evolve over time.
- Lock down the metrics for keeping score for the business and orient metrics holistically.
- Trying It Out
- Do a dry run before deciding to hire.
Beware of Abandoning Founder-Led Sales Prematurely, but Be Ready to Scale Immediately Once You Find True Market Pull
- Founders Who Hang on to Sales Too Long…
- Hire someone to handle sales early on.
- Know when it is time to hand it off to someone better experienced and with more time.
- Founders Who Give Sales Away Too Early…
- Know your value and vision before hiring someone to take on sales.
- Founders Who Make the Wrong Kind of Hire...
- Recognize when you need growth or marketing hires before sales hires.
- Do not hire the big name(s) too early.
- Do not overlook the skills needed outside of sales.
Product-Led and Self-Serve is En Vogue, but Remember It’s Not the Only Way to Grow
- Good sales leaders focus on building as well as the craft of the sales.
- Create a list of what you need to sell your product.
Tying It All Together
- Recognize when you have gotten a product or company as far as you can take it.
- Do not be afraid to hand off the reins.