Designing a Sales Org for a Technical Product

Navid Zolflaghari is the VP of Sales at Branch, and has previously been a sales leader for technical products at Boomerang Commerce and Google. In this guide, he lays out how to hire, train, and resource a sales team that needs a deep understanding of a complex product.

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Questions covered in this guide:

What’s important/different when it comes to selling a technical product?

What are the roles that make up the go-to-market org?

At what stage should you start to add each (AEs, sales leaders, SDRs, sales ops etc.)?

What are the key responsibilities of the sales leader (or founder pre-sales leader)?

What sales stages are most involved for a product?

What should you consider when assigning territories or market segments (e.g. enterprise/mid-market/SMB) to different reps or teams?

When you hire AEs to sell a technical product, what should you look for (and where)?

What should ramp and onboarding look like for AEs selling a technical product?

What should comp look like (e.g. what’s a reasonable quota: OTE ratio), and how do you design comp to align AE incentives with business goals?

Beyond bookings, what metrics do you measure on a monthly/quarterly/annual basis?

What are the most important pieces to get right?

What are the common pitfalls?

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