2019-07-22 28:21

SaaStr 252: How To Make The Transition From Founder Led Sales To Sales Team, The Truth About Raising a Series A Round As a Non-Bay Area Company and Why Employee 50 Is Such a Big Turning Point

Eric Christopher is the Founder and CEO @ Zylo, the software management system built for the cloud pioneering a new standard in software management. To date, Eric has raised over $12m for Zylo from some of the best in the business including Byron @ Bessemer, Salesforce, GGV, Semil @ Haystack and the team at High Alpha. Prior to founding Zylo, Eric was the VP of Sales @ Sprout Social leading the revenue operations for over 11,000 customers. Before Sprout Social he was VP of Sales at Shoutlet, responsible for global direct and channel sales teams and developing and managing strategic relationships. Finally, prior to Shoutlet, Eric spent over 7 years at ExactTarget as a Senior Business Development Manager which is where he met High Alpha’s Scott Dorsey.

In Today’s Episode We Discuss:

How Eric made his way into the world of startups and SaaS? What were his biggest takeaways from working with Scott Dorsey @ ExactTarget? What was the founding moment with Zylo?
What have been Eric’s biggest lessons when it comes to making the transition from founder led sales to sales team? What would we have done differently with the benefit of hindsight? What were the biggest challenges in the process?
How does Eric think about the importance of quantity vs quality of logos when acquiring your first few customers? Do big logo brand names really provide social validity or is it over-hyped? How does Eric think about discounting in the early days? What can founders do to really extract the most value from the discount they are giving away?
Why does Eric believe that hitting the employee 50 mark is a huge moment for founders and the scaling of the company? What fundamentally changes? What gets harder? What gets easier? How has Eric seen his role evolve with the scaling of the team? How does Eric think about goal and KPI setting with a much larger team? What needs to change? How does one create and retain accountability and ownership at scale?
Why does Eric believe that the bar for execution in SaaS in 2019 is so much higher than in 2009? What has changed? How does this make Eric change the way he approaches benchmarking, capital allocation and growth? How did Eric find raising the Series A as a non-Bay area company?

Eric’s 60 Second SaaStr: