When Founder-Led Sales Should End Series #8: The First Rep's Job Is to Codify the Motion

The first rep& 39;s job is not only to close deals. That sentence sounds obvious, but many early companies still manage the first rep as if revenue is the...

When Founder-Led Sales Should End Series #7: Who the First Sales Rep Should Not Be

Bad first sales hires often look impressive. That is what makes them dangerous. They have recognizable company names. They speak fluent sales language...

When Founder-Led Sales Should End Series #6: Who the First Sales Rep Should Be

The first sales rep is not just a seller. They are the first non founder operator inside the revenue motion. That makes the role strange. It requires...

When Founder-Led Sales Should End Series #5: What Needs to Be True Before You Hire

The decision to hire the first sales rep should feel less like a leap and more like a threshold. Not certainty. Threshold. The company will still be early...

When Founder-Led Sales Should End Series #4: The Founder-Led Sales Exit Criteria

Founder led sales should not end because the founder is bored, busy, or uncomfortable. It should end when the work has produced enough repeatability that...

When Founder-Led Sales Should End Series #3: Your First Sales Hire Cannot Find Product-Market Fit for You

One of the most expensive early GTM mistakes is hiring a sales person to solve a product market fit problem. It rarely sounds that blunt in the moment. It...

When Founder-Led Sales Should End Series #2: Why Founders Try to Hire Sales Too Early

Founders usually do not hire sales too early because they are lazy. They do it because sales is uncomfortable. The product is still incomplete. The...

When Founder-Led Sales Should End Series #1: Founder-Led Sales Is Customer Discovery With Revenue Attached

Most early sales advice makes the founder choose between two bad stories. In one story, sales is a dark art that founders should hand to a professional as...
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