are you any good?

In partnership with

open role: vp of sales

• series a with $8m in funding, $7m in revenue

• revenue was 100% organic/inbound

• team of 4, looking to scale to 12

• report to/partner with coo

• $400-450k ote

interested? email me

open role: enterprise account executive  

• series a with $30m in funding, $32m in revenue

• team of 10, looking for 2 enterprise reps

• icp are all industry leaders/legacy orgs

• report to vp of sales

• boston or nyc

• $400k ote

interested? email me

active candidate: head of demand gen

• 10 years marketing to technical buyers

• doesn’t want to be a cmo, loves their lane

• scaled to $100m twice, wants to join a series a

• they want a technical icp/buyer, not a gtm buyer

want to chat with them? email me

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my 2 cents: know why you’re good, and be honest about it

there seems to be a false sense of confidence in the air. the era of ai has yielded us endless funding, rOcKeTsHiT opportunities (yes I created that term), and a new breed of web3 bros masked as ai agent creators. they all seem to think that they’re perfect. that they’re god’s gift to the world.

but when the rubber hits the road, the facade fades and they’re s.o.l.

so whether you’re evaluating an org to join or pitching your team to a candidate, standing out isn’t really about posturing, it’s about properly assigned confidence. if everyone’s a maverick, is anyone? if everyone’s changing the game, isn’t the game the same?

you can’t be all things to all people.

hiring managers:

it’s tempting to drink the kool-aid before stepping into an interview. and while we all love a lil liquid courage, we can smell it on your breath.

hype up your product. talk up your ceo. get stoked on who you work with. but also, be realistic. know where you’re strongest and be aware of where you’re lacking. wear rose colored glasses all you want, but just know any candidate worth their salt is looking for the skeleton in your closet and the more you try and hide it, the easier it is to spot.

let’s take 11x for example. they claimed they had customers, revenue and features that… didn’t exist. it worked to get some great folks in the door, but just like you’d expect that ticking time bomb went off and absolutely gutted them. had they just been honest (novel idea) they likely would have closed plenty of great clients, hired killer talent and been able to legally scale to where they wanted to go. it just would have taken a bit longer. now? they’re hosed. and the leadership that created the problem? when their new peers find out they’re joining, they’re running for the hills.

candidates:

you know the phrase, “it’s not what you say, it’s how you say it?”

it’s crucial that you know your dubs and can speak to them in an interview. quota attainment, president’s club, kpis, etc. but if you’re a tool about it, you’ll just find yourself as a top rep that no one wants to work with or hire.

this is more about ego and pride than anything else.

do they want a top-performer? yes.

do they want an arrogant tool? no.

and the teams that do want them? i’ll let you guess how it turns out.

own your dubs and sell yourself. be confident in your ability to perform. go for the close and ask for the job. but be aware of how you’re presenting yourself. the line between confidence and arrogance is a thin line.

TLDR:

sell your strengths.

know your weaknesses.

be honest and do good work.

music for your friday