the founder's resource for sales.
SalesCollider helps technical founders jumpstart sales. We work with both early stage companies who are building from scratch as well as growth companies who are scaling up sales efforts or making a pivot into the enterprise or a new market.
Our team offers both advising for founders who want a long term partnership with experienced sales mentors and consulting through project based engagements working hand in hand with our clients to build a sustainable sales process. We also offer events and workshops so founders can get to know our team and get help with specific challenges (such as hiring, writing your sales plan, or growing accounts) as well as get to know 10-20 other founders who are experiencing a similar challenge.
what happens when you bring together the best?
SalesCollider founders have are backed by the worlds best seed-stage venture capital organizations including Y Combinator, AngelPad or 500Startups, True Ventures, and FirstRound Capital.
SalesCollider mentors are leaders for some of the fastest growing venture-backed companies including Autodesk, AdRoll, Box, Twitter, SumoLogic, and many other fast-growing, sales-driven, B2B companies.
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As a partner at Emergence Capital, Joe Floyd has over 10 years of experience in working with and investing in startups. With expertise in building cloud startups, Joe has invested venture capital in some of the frontrunners of today’s cloud application market.
I recently had the opportunity to sit down and chat with Joe. We talked about his perspectives on the venture capital process, how he finds startups that interest him and when he knows he’s found the right product.
Highlights from a SalesCollider web seminar at MaRS Discover District in Toronto.
This past week, I had the opportunity to share some screen-time with the entrepreneurs at MaRS Discovery District in Toronto. I talked about startup founders digging in and asking the questions that lead to a true understanding of who the buyers are.
Regardless of which method of organization mapping you find works best for you, the goal is always the same: to identify the key influencers in your target accounts. Strong org charts, after all, can tell who who you need to be in touch with and how you can go about pitching your product to them.
The mistake that many startup founders make when it comes to organization mapping, though, is relying on their sales team to identify these influencers as they sell. This is a mistake because it leads to a reactive data set instead of a proactive account mapping strategy.
A SalesCollider talk at NXTP Labs in Buenos Aires, Argentina.
It's not uncommon for a startup to waste half of their VC money on a team of salespeople that don't have the right skills to sell the product.
Highlights from a SalesCollider talk at NXTP Labs in Buenos Aires, Argentina.
"Make something people want" is great advice. But this advice can't stand alone. Founders need to not just make something people want, but they also need a plan for how to sell this product to those who want it.
Sam Trachtenberg, VP of Operations at AdRoll, gives us a valuable look at the way large companies make investments in software purchases. In this video Sam shares his buying process, touching on everything from how vendors get their foot in the door to the way contracts are renewed.
During his talk, Sam was generous enough to outline a few of the questions he asks himself when considering the value of a potential purchase. Here are a few of the questions that Sam asks himself and his team before buying anything for their business:
I’ve spent enough time talking to startup founders to tell you that many of them can’t stand sales. As a B2B startup founder, though, you’re going to have to do sales whether you like it or not. It just comes with the territory. You might dream about the day where you have a full team out there selling your product while you focus on the tasks you really love, but you’ll have to put that on hold until...
When I got his text at 11pm on a Sunday night, I knew it was urgent. It was a founder who had just realized that he needed to fire his director of sales. To add to the stress, this was not just one person on the sales team, this was the whole sales team... and about 10% of the company to boot. The thing that feels like the biggest risk when founders are at a crossroads like this one isn’t the typical fears of letting someone go (will they hate me, will they fight me, etc).. but the biggest risk founders ask is “how will I replace this revenue” if a staffing change has to be made.
I often hear startup founders talk about wanting to build a “predictable sales engine”. The founder has their product, they have a decent list of leads and they’ve even got some good reps that have converted a handful of those leads into sales. What they really want, however, is to develop a system that they can use to predict the percentage of leads that will become customers. Doing so can help a startup to find ways of using their resources in the most efficient way possible. How do we, as founders, go about building our predictable sales engine, though?