Should I hire a salesperson yet, or keep selling founder-led until I hit a certain revenue?
The short answer
Keep selling founder-led until you've closed roughly your first 10 enterprise deals yourself and can write down a repeatable playbook, because a salesperson can't sell what you can't yet describe. Your first sales hire fails when they inherit a process you never proved, and enterprise reps are expensive to carry through a long ramp. Hire when you personally can't service the pipeline anymore, and hire an account executive who has sold at your deal size and to your buyer, not a big-logo name from a company that sold ten times higher.
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Why we picked it
Kellogg (ex-CEO Host Analytics, ex-CMO Salesforce, board-level SaaS operator) makes exactly the argument in our answer, and makes it sharper: hire someone who has already sold to your specific buyer (CFO vs CRO) at your current deal size with room to grow, not a big-logo rep who sold ten times higher. He names the trap directly, the early-career 'sales athlete' and the enterprise veteran who only knows nine-figure deals, and prescribes a 6 to 12 month founder-plus-seller 'three-legged race' so the rep inherits a process you proved together, not one you never wrote down.
Match the hire to your buyer persona and current deal size, not to an impressive logo from a company selling far larger contracts
Avoid both the green 'sales athlete' who needs a built-out playbook and the big-company veteran who cannot operate without a team feeding them pipeline
Run 6 to 12 months as a founder-plus-seller pair so the rep learns the motion before you scale a team behind them
Why we picked it
This is the practical companion to the 'who' question: it says hire only once founder-led sales works well enough that someone else could repeat the motion, and it draws the exact line our answer draws, a founding AE is neither the junior who needs a process handed to them nor the enterprise vet who expects an SDR and a finished playbook on day one. It also gives you the comp guardrail founders miss: keep the AE's total OTE under roughly 20 percent of the year-one ARR you expect them to generate, so if the math does not clear at your deal size, the hire is premature.
Why we picked it
The global playbooks assume a US-style buying process; this one is written for the Indian enterprise reality, where the sale turns less on whether your category makes sense and more on whether you personally are trustworthy, which is precisely why founder-led sales runs longer here. It is blunt on sequencing that matches our answer: founders can carry sales to around 100 customers, your first hire is a strong AE (not a VP of Sales), and getting in the door still runs on warm intros, conference hustle, and mutual connections rather than cold outbound. Built from operators like Aakrit Vaish of Haptik, so the advice is field-tested in Indian enterprise deals.
