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nyc->hkg->sfo wednesday, 31 august 2016 when to hire a vp of sales my personal experience and more recently working with fresco capital’s startups has taught me that no matter how different each business and start-up process might be, nearly all new co-founders and ceos eventually pose the same important, inevitable question: when do i hire a vp of sales? my response is always the same: when you really need one. so, what does that mean? co-founder and ceo talent and time management most co-founders and early ceo's prefer to focus their talent and energy on conceiving and building the new enterprise. the most successful ceos come from backgrounds in finance and operations. only 20% of fortune 500 ceos started out in sales or marketing . yet many company leaders also necessarily take on the crucial task of generating those early sales. while a ceo may excel at creating connections and relationships, few are sales experts and are typically overwhelmed with the task’s time commitment. so, during start-up and initial operations, when ceos think in terms of building the company by building a stellar leadership team, they want to pass on those vital sales responsibilities as quickly as possible to a proven sales expert. after all, a good leader should hire other good leaders, right? not yet. this is not the time to buy the rolex although a new ceo and leadership team typically want to hire a proven vp of sales from a very successful company, making a "rolex" hire early in the company development -- and paying rolex prices for the talent -- is not the answer. in fact, poaching an expert vp of sales by offering a sizeable opportunity and compensation package is counterproductive. here's why. an extremely successful vp of sales has become successful because they effectively manage a sales force. a new vp will want to replicate that success by building their new sales team and developing a sales process, complete with expensive sales automation tools. in the long term that is exactly what your company needs. in the short term, however, that is a potentially dangerous waste of resources for your new company during a crucial period. (yes, i am saying that google sheets is a perfectly good crm at this stage.) while the vp of sales is putting together a team and developing long-term strategies, nobody is focusing on making actual sales. lots of money going out, none coming in. the results can be disastrous. the vp of sales and the team are either fired, quit, or the company runs out of money. build your sales team from the bottom up there is a much better option. build your sales team from the bottom up. it may feel counter-intuitive, but the bottom up process is more logical and practical for new companies. it makes much more sense to hire a junior salesperson - someone who will one day report to the vp you eventually hire. the junior salesperson is expected to be out there making contacts and making sales, which is - at this point in time - what the company needs. look for someone in the industry with knowledge and experience, demonstrated success, and capacity to learn. i know that the ceo is eager to offload the sales process, but recognize you will need to spend time mentoring your new hire, and plan to give them at only 25% of the labor the first month or two. don't expect them to do all your sales work -- understand that the ceo may still want -- or need - to close these early, important deals and the new hire will only shadow the ceo for the first few weeks, growing into the role. the point is that a co-founder or ceo should be doing primarily what the ceo alone can do -- especially in sales. after the salesperson starts to take over more and more responsibility and sales start increasing, hire another junior salesperson and start slowly building your team. most importantly, keep the team focused on generating sales. at this point, allow the team to start building a sales process and choose some tools that fit your environment. now you need a vp of sales so, when do you hire the vp of sales? the answer is simple: hire your vp of sales when you're generating enough sales for a vp to manage and your process is starting to strain at scale. that's when you really need one. that's when it makes sense to hire a mega-talented vp of sales with exactly the qualities and skills you need. that's when you're ready to recruit a proven, effective leader, someone qualified to create the big vision, continue building a sales force, make the strategic long-range plan, and facilitate the team's success. and that's when you can afford to invest in the best vp of sales you can find. in the meanwhile, the "bottom up" strategy is a better short-term approach in terms of all primary company resources - money, staff, time- and it leads directly to stronger company success in the long term. accelerator | startups | techie | web 2.5 posted on wednesday, 31 august 2016 12:21:25 (eastern daylight time, utc-04:00) comments [0] trackback wednesday, 20 july 2016 the gig economy’s impact on the future of work i was recently in an uber on the way to the airport when i started chatting my driver up. it turned out he had three similar on-demand kind of jobs—none of which were stable, traditional gigs. this got me thinking: many of today’s workers, and the younger ones in particular, are more entrepreneurial than their predecessors—despite the fact that they aren’t necessarily bona fide entrepreneurs. more than 20 years ago, i landed my first real job: a full-time entry-level position on wall street at fidelity investments. remember? young professionals used to be able to get entry-level jobs at good companies and climb the ladder. but today, those jobs simply don’t exist, as many lower positions are outsourced or automated with technology. the economy has changed and new hires are expected to come to the job and start producing on day 1. hard to do with only a university degree. altogether, these trends have led to a generational bulge of middle-tier jobs. this area of the workforce is now occupied by people who usually would have moved out of those jobs faster, allowing the younger generation to advance sooner. but now they can't get move upward at all, since folks in the middle tier stay there forever it seems. as a result, more and more people are leaving the lower rungs of traditional employment and are deciding to take part of the gig economy . that way, they’ll get the requisite experience to hit the ground running on day 1 should they be offered a regular job by an established company. how young workers get ahead in the gig economy want to land a job at pixar? you’ll probably have to freelance for a while (think: youtube design videos). should you perform well in that role, you might get picked up full-time. within the next 5 years, many project as much as 50% of the us workforce will be made up of freelancers. this is both a blessing and a curse of the gig economy—especially as it pertains to younger people just entering the workforce. in the past, even those without a career path would fall into a nice profession simply by following the standard track. but today, you need to be more hustle-oriented and driven to reach just the first rung of many corporate ladders. to be fair, there are exceptions to the rule. the career paths for lawyers and doctors might be the same due to the advanced education and certification required for those professions—and the free market probably won’t (and shouldn’t) change that. nobody really wants a doctor who’s pieced together experience by performing operations on a gig-basis, right? the disruption of venture capital while the rise of the gig economy has shaken up traditional career paths, it’s also enabled younger workers to make inroads into previously exclusive industries—like venture capital. it used to be that, to get into vc, you needed an introduction from a family member or friend to land an internship. after that, you’d become an anal

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Whois Information

Whois is a protocol that is access to registering information. You can reach when the website was registered, when it will be expire, what is contact details of the site with the following informations. In a nutshell, it includes these informations;

Domain Name: STEPHENFORTE.NET
Registry Domain ID: 82845307_DOMAIN_NET-VRSN
Registrar WHOIS Server: whois.networksolutions.com
Registrar URL: http://networksolutions.com
Updated Date: 2014-11-22T09:51:17Z
Creation Date: 2002-01-22T03:18:14Z
Registry Expiry Date: 2020-01-22T03:18:14Z
Registrar: Network Solutions, LLC.
Registrar IANA ID: 2
Registrar Abuse Contact Email: [email protected]
Registrar Abuse Contact Phone: +1.8003337680
Domain Status: clientTransferProhibited https://icann.org/epp#clientTransferProhibited
Name Server: NS3.ORCSWEB.COM
Name Server: NS4.ORCSWEB.COM
DNSSEC: unsigned
URL of the ICANN Whois Inaccuracy Complaint Form: https://www.icann.org/wicf/
>>> Last update of whois database: 2018-07-29T12:38:44Z <<<

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Registrars.

  REGISTRAR Network Solutions, LLC.

SERVERS

  SERVER net.whois-servers.net

  ARGS domain =stephenforte.net

  PORT 43

  TYPE domain

DOMAIN

  NAME stephenforte.net

  CHANGED 2014-11-22

  CREATED 2002-01-22

STATUS
clientTransferProhibited https://icann.org/epp#clientTransferProhibited

NSERVER

  NS3.ORCSWEB.COM 66.129.68.13

  NS4.ORCSWEB.COM 66.129.68.14

  REGISTERED yes

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