Mark Roberge was an MIT engineer who became HubSpot's CRO, and he treats hiring as the one input that determines everything downstream. His screen is deliberately unfashionable: he says he did not care whether you had industry experience or even sales experience, only whether you could learn what he needed to teach you, so coachability outranks pedigree. He then puts numbers on health that most leaders never set: 10 to 20 percent annual rep churn is fine, the industry's 30 percent is too high, and below 10 percent means he is being too soft, so he plans on 25 percent attrition as a buffer even when he is targeting 15. He is against player coach managers because they are constantly torn between developing their people and hitting their own number, and he warns that your top rep does not make your top manager. On pace, he says add roughly two reps a month over six months rather than a hiring spree after a raise.
4 resources, 4 link-checked.
Roberge walking through the hiring, training and demand generation formulas in one sitting, which is the fastest way to see how the pieces fit before reading the book.
On Talks at Google by Mark Roberge Talk
This is where the numbers live: the rep churn targets, the 25 percent attrition buffer he plans for, and why he will not let a sales manager carry a quota.
From SaaStr by Mark Roberge About 20 min read
Six named failure modes including his Sustainable Moat Test, plus the promotion trap that catches almost every first time sales leader: your top rep is not your top manager.
From SaaStr by Mark Roberge About 12 min read
The source text for the hiring, training and demand generation formulas, worth owning if you are the person who has to build a sales org rather than just opinions about one.
From Wiley by Mark Roberge Book
Open amazon.com →How how great operators think reads from a different seat.
