Insights

Have you ever been in the meeting where someone asks how many accounts a CSM should carry, and three people give three different numbers with total confidence? It happens constantly. Usually it happens when a board deck needs a headcount line, and the ratio is being reverse-engineered from a budget rather than from the work. So here is a more useful way to think about it. Let's Dive In!

How many stages does your AE Interview Process have? Do you know what each one is for? And if two of your interviewers disagreed about a candidate tomorrow, could you say which of them was assessing the right thing? In our latest blog we explore what a process worth running actually looks like, stage by stage. Let's Dive In!

Have you started sentences with "once we've got a VP Sales in" more than twice this quarter? Is the founder still on every deal that matters? And when somebody asks what the VP would actually do in their first ninety days, does the room go a bit quiet? That last one is the useful question. Most businesses know roughly when they want a sales leader. Far fewer can say what the leader is meant to fix, and that gap is where most of these hires go wrong. Let's Dive In!

How many agencies got in touch the week your last role went live? Three? Six? More, if the role was posted publicly and the job title had the word "Security" anywhere near it. They will all have said roughly the same thing. Specialists in Cyber. Strong network. Some placements you have never heard of at companies you have. And you will have had about twenty minutes to work out which of them is actually going to help. So here are the questions worth asking. They are not clever, and that is deliberate. The useful ones rarely are. Let's Dive In!

Who was your first Marketing hire, and what was on their business card? Now the harder question. Did that title match what you actually needed them to do in their first six months? For most SaaS companies the honest answer is no. The title said Head of Marketing. The job was building pipeline from nothing, on their own, whilst the sales team asked every Monday where the leads were. That gap between the title and the work is where most SaaS Marketing hiring falls over. Not at interview. Not at offer. At the point somebody decided what the role was. Let's Dive In!

Most Cybersecurity Vendors build a brilliant product and then hire the Commercial team as if they were selling any other piece of software. They bring in a polished Enterprise seller with a great logo on the CV, expect the pipeline to follow, and are surprised when deals stall in the first technical call. Selling security is a different sport. The buyer is paid to be sceptical, the evaluation is run by engineers, and a single weak reference travels fast through a small, well-connected community. Let's Dive In!

SIEM has been the most expensive, most complained-about line item in the security budget for the better part of a decade, which is precisely why it has become one of the most heavily funded battlegrounds in Cyber. A wave of AI-native SIEM and security data platform companies has raised significant capital on a simple proposition: that log ingestion should not cost more than the breaches it detects, and that detection engineering should not require an army of analysts writing rules by hand. For go-to-market leaders in this space, that capital creates a specific and unusual hiring problem. You are not selling a new capability into an empty budget line - you are selling a replacement for a system the buyer already owns, has spent years configuring, and cannot switch off. That changes what a good salesperson looks like, and it changes how you build the revenue team behind the raise. Let's Dive In!

Revenue leaders are measured on a number, but the lever that most reliably moves that number is not pricing, territory design or enablement - it is who sits in the seats.
Hiring is the largest single investment most SaaS revenue organisations make, typically consuming half or more of the go-to-market budget, and yet it is the area where CROs and VPs of Sales are given the least structural support. Recruitment is treated as an HR process rather than a revenue process, and the cost of that framing shows up two quarters later as missed coverage, unproductive headcount and a forecast built on people who will not ramp in time.
Here is what revenue leaders need to understand about hiring in SaaS - the numbers, the trade-offs, and the decisions that are genuinely theirs to own.
Let's Dive In!

Hiring your first - or your next - cohort of B2B SaaS salespeople is one of the highest-stakes decisions a Founder makes, and one of the least systematised.
Most Founders approach it reactively: Revenue targets rise, a board deck asks for coverage, and a job advert goes live before anyone has agreed what the role actually is. The result is a long, expensive search that produces a plausible CV rather than a productive rep.
A better approach treats sales hiring as a sequence of deliberate steps - defining the motion before the role, the role before the profile, the profile before the process, and the process before the offer.
This blog walks through that sequence for B2B SaaS Founders hiring in 2026, with the practical detail that turns a hiring plan into hired people.
Let's Dive In!