Scaling a SaaS Sales Team While Building Culture with Figma's VP of Sales Scott Pugh
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Having scaled the APAC region for 3 US companies, with a big emphasis on building culture as a foundation for success, Scott will speak of his learnings and lead a discussion for: - Recruiting - Enabling - Creating Culture A session not to be missed!
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Scaling a SaaS Sales Team While Building Culture with Figma's VP of Sales Scott Pugh
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- 24. 1 Hiring Profile 1 Scaling SaaS Sales Team Whilst Building Culture Recap Recruitment Enablement Culture 1 3 2 2 2 2 4 3 Diversity Hire Talent Magnets Recruitment Process Don’t Over Hire 5 2 3 4 5 4 5 Invest in Enablement Invest in Tools Buddy System Empathetic Leadership Correct Goal Setting Recognition & Feedback Lead from the Front Aligning on C&V Iterating on C&V Build Culture of Safety
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Notas do Editor
- How cool is this?? SaaStr in Singapore!! I’ve been a big fan of SaaStr for many years, and have learned a lot from Jason and all of the podcast guests. My name is Scott Pugh and I’m in the VP Sales and GM of APAC Figma, One of our cultural values at Figma is “Build Community” and happy to be able to share my learnings of buildings SaaS sales team in APAC and give my small contribution back to the community. Before I share my story, I want to understand a bit about you and your companies.. Raise your hand if the company you work for is HQ SEA ANZ GCR India EMEA NAMER I help US companies scale in APAC. Recruitment | Enablement | Culture US companies are very good at..
- Share briefly my story off the past 11 years Joined april 2012 First employee in HK Adam Gregory dopple ganger for Steve Wozniak gag Grow the team 20 sales people ~$20M ARR
- 2019 joined Mixpanel to launch the APAC business 300% growth in 3 years going from 12% to 20% of Global ARR Team of 7 to over 50.
- Just started building the APAC business in Q4 and we will finish Q1 with a team 15
- When hiring in SaaS, you will often be a category creator or challenger to an established tech. In both scenarios you will need to get creative on the types of talent you hire as there will either not be similar companies to hunt from OR the incumbent will have talent used to selling a certain way that you are disrupting. This has been the case at LinkedIn Mixpanel, hiring from job boards at LinkedIn was often transaction and at Mixpanel Adobe talent just didn’t work out in the start up environment. Defining the profile by Personality,Start Up Skills Softer Skills and coaching and training on product, market and competitors is the way to go. Here is an example from Figma. Shout to Pierre Berlin
- Represent the customers you serve Gender Ethnicity Introvert/extrovert Education Sexual orientation Do not allow negativity!! At Mixpanel 50% of our wider APAC team and leadership were female, and was a key foundation to our success and growth in APAC
- Dedicated Recruiter, either in house, a contractor, an RPO or exclusive contingent agency. Hiring Panel - Leaders, investors Coordinator internally In depth reference checks and back channeling Create an exceptional candidate experience - this will build your employer brand.
- Hire people that have a track record of bringing colleagues with them. Establish a generous referral fee. At Figma 20% of our hires are referrals. In APAC 60% of our launch team have been from my personal network.
- When I joined Mixpanel, hiring plan went from 10 to 22. No Marketing No partnerships No SDR No enablement Staggered Recruitment plan in waves, signed off quarterly to take into account market dynamics.
- Story of LinkedIn - We tell people on the day they join LinkedIn, eventually they will leave and we want to change the trajectory of their career Hire Ops and Enablement early
- Start with Notion / Asana for on boarding process More robust Showpad, WorkRamp Chorus and Gong revenue intelligence have been a game changing for Sales Leaders and hyper growth software companies. Coaching getting a pulse of customer sentiment, Forecasting product feedback to PDE teams.
- As a leader you will not be able to scale yourself to be able to consistently coach and support every team member. Create development and leverage from your top reps and cultivate future leaders. Scalable enablement.
- Give room to make mistakes, learn and grow. My policy is trust and autonomy up front Trust the hiring process, give people the room and support to be successful, especially in Enterprise where deal cycles can be longer. Focus on quality and quantity of output.
- Set the team up for success. Success breeds confidence breeds success. Help your reps get those first few runs on the board. Typically a 5 month ramp for Enterprise 3 month ramp for SMB and MM
- At LinkedIn, Jeff Weiner would to passionately about Culture being LinkedIn’s primary competitive advantage. He had come from Yahoo managing a very large business and team. He was profoundly impacted by the culture at LinkedIn and doubled down, rewriting the culture and values with the Arvind Rajan and team. Benefits is that it can create a belief system that guides and drives and demoncratises decision making in line with their values. Values Members First Take Intelligent Risks Act Like An Owner Relationships Matter Open, Honest and constructive Demand Inspire Excellence Culture Integrity Transformation
- At Figma the latest culture and values were clearly redefined in the past 4-5 years. We recently launched a new value which is Play
- Every system has a subsystem. It’s important for the team to own the culture and values and define what they mean to your tea and build the brand of your team. One Team! Support Each other to win together - Became our mantra, created an environment where the sales people weren’t competing against each other but an environment where they wanted to see each other succeed. We had 90% of our reps hitting quota and achieving 110% of plan 3 years running.
- Simon Sinek - Leaders Eat Last Concept of creating a safe space internally. So many external factors to focus on, macro/economic, competitors, Early sales career, sales director 6ft2” bald head 110kg, walking round with a baseball bat on his shoulders Hong Kong office, office around with the minions in the middle, a culture of fear, created presentiism back stabbing culture LinkedIn autonomy, never worked harder in my life. Your work IS NOT your family
- Mike Gamson - Set the standard, demonstrate the stand and hold people accountable to the standard Figma - we expect our leaders to do a discovery and demo the product. All sales leaders go through the exact same enablement
- Celebrate each others success within the sales team. Every QBR we would have awards and ask people specifically how they demonstrate our C&V
- If you combine these 3 areas of: Recruiting the best talent Enabling them to be successful And a culture that makes them love what they do and do good work Then you Sales team can be the Engine to your billion dollar start up. Thank you.