AMA: Freshworks Senior Director Alliances and Channels, Tim Britt on Sales 30 / 60 / 90 Day Plan

30-60-90 day sales plan tailored to make a big impact at a new company: First 30 Days (Learning and Understanding): 1. Understand the Product: Deep dive into understanding the products, features, and value proposition. 2. Learn the Market: Research the industry landscape, competitors, and emerging trends. 3. Meet the Team: Connect with key stakeholders, including sales managers, colleagues, and support staff. 4. Set Goals: Establish clear, achievable sales goals aligned with company objectives. 5. Shadow Sales Calls: Observe experienced colleagues in action to grasp effective sales techniques. 6. Begin Prospecting: Start building a pipeline of potential leads through research and outreach. Next 30 Days (Building Momentum): 1. Refine Pitch: Use insights gained from shadowing and product understanding to refine sales pitch and messaging. 2. Customer Outreach: Begin reaching out to prospects identified in the first 30 days, focusing on building relationships and understanding their pain points. 3. Utilise Resources: Leverage customer stories, value propositions, and sales playbooks to tailor pitches and overcome objections. 4. Attend Training: Participate in any additional training sessions or workshops to enhance sales skills and product knowledge. 5. Track Progress: Regularly review sales metrics and adjust strategies as needed to stay on track towards meeting goals. 6. Build Relationships: Strengthen connections with internal teams such as marketing and customer support to ensure alignment and support in sales efforts. Final 30 Days (Driving Results): 1. Close Deals: Focus on converting leads into paying customers by effectively demonstrating the value of solutions. 2. Expand Accounts: Identify opportunities for upselling or cross-selling additional products or services to existing customers. 3. Seek Feedback: Solicit feedback from customers and colleagues to identify areas for improvement and refinement. 4. Optimise Processes: Streamline sales processes and workflows to increase efficiency and productivity. 5. Prepare for Next Phase: Begin planning for the next quarter by setting new goals and strategies based on insights gained from the first 90 days. 6. Celebrate Success: Recognise and celebrate achievements and milestones reached during the initial 90-day period to boost morale and motivation.

During your first month at the company, one-on-one meetings with cross-functional teams are crucial for building relationships, understanding processes, and aligning goals. Here are some questions you should consider asking during these meetings: 1. Role and Responsibilities: * Can you provide an overview of your role within the team? * What are the key responsibilities and expectations for my role? * How does my role contribute to the overall goals of the team and company? 2. Team Dynamics and Collaboration: * How does our team typically collaborate with other departments or teams? * Are there any ongoing projects or initiatives that I should be aware of? * How can I best integrate and collaborate with the team to achieve our objectives? 3. Processes and Workflows: * Can you walk me through the typical workflows or processes for [specific task or project]? * Are there any tools or systems that are commonly used by the team? How do they work? * Are there any pain points or bottlenecks in our current processes that need to be addressed? 4. Communication and Expectations: * What are the preferred channels of communication within the team? * How often do we typically have team meetings or updates? * Are there any specific communication norms or expectations I should be aware of? 5. Goals and Metrics: * What are the key performance indicators (KPIs) or metrics that the team tracks? * How do our team goals align with the broader objectives of the company? * What can I do to contribute to the team's success in achieving these goals? 6. Feedback and Development: * How does the team typically provide feedback to each other? * Are there any areas for growth or development that you think I should focus on? * Do you have any suggestions or advice for how I can excel in my role within the team? 7. Company Culture and Values: * What is the company culture like here? * How do our team's values align with the overall values of the company? * Are there any cultural norms or traditions that I should be aware of? By asking these questions, you can gain valuable insights into your new team's dynamics, processes, and expectations, setting a solid foundation for collaboration and success in your role.

When establishing the sales function as the first sales leader at a company, it's essential to prioritise needs and deliverables effectively to lay a strong foundation for future success. Here's a framework to help you prioritise: 1. Understand Business Goals: * Gain a deep understanding of the company's overall business goals and objectives. * Align sales strategies and priorities with these goals to ensure coherence and effectiveness. 2. Assess Market and Competition: * Conduct thorough market research to understand the competitive landscape, target audience, and industry trends. * Identify key market segments and prioritize them based on potential revenue opportunities and ease of penetration. 3. Define Sales Strategy: * Develop a comprehensive sales strategy that outlines target markets, customer segments, pricing models, and go-to-market strategies. * Prioritise sales channels (e.g., direct sales, partnerships, online sales) based on their potential impact and alignment with business goals. 4. Build Sales Infrastructure: * Establish sales processes, workflows, and systems to support sales activities effectively. * Invest in sales enablement tools, CRM software, and other technologies to streamline operations and enhance productivity. 5. Hire and Train Sales Team: * Identify the skills and expertise required for the sales team and prioritize hiring based on these criteria. * Develop a structured onboarding and training program to equip sales representatives with the knowledge and skills they need to succeed. 6. Set Performance Metrics: * Define key performance indicators (KPIs) and metrics to measure the success of the sales function. * Prioritise metrics that align with business objectives, such as revenue targets, customer acquisition costs, and sales pipeline velocity. 7. Focus on Customer Acquisition: * Prioritize efforts to acquire new customers and build a strong pipeline of leads and prospects. * Develop targeted marketing campaigns, outreach strategies, and sales initiatives to attract and convert potential customers. 8. Establish Sales Culture: * Foster a sales-oriented culture that emphasises teamwork, accountability, and continuous improvement. * Lead by example and reinforce core values and behaviours that drive sales success. 9. Iterate and Adapt: * Continuously monitor and evaluate sales performance, processes, and strategies. * Adapt and iterate based on feedback, market dynamics, and emerging opportunities to optimize sales effectiveness. By following this framework, you can prioritise the needs and deliverables of the sales function effectively, laying the groundwork for sustainable growth and success in your role as the first sales leader at the company.

Scaling a sales team beyond the first few representatives requires careful planning, strategic execution, and a focus on scalability. Here are some effective ways to achieve this: 1. Develop a Scalable Sales Process: * Document and streamline your sales process to make it easily repeatable and scalable. * Identify key stages in the sales cycle, standardize workflows, and establish clear criteria for moving leads through the pipeline. 2. Invest in Sales Enablement: * Implement sales enablement tools and resources to support the productivity and effectiveness of your sales team. * Provide training, content, and resources to help reps onboard quickly, access relevant information, and close deals efficiently. 3. Hire Strategic Leaders: * Recruit experienced sales managers or leaders who can help scale the team effectively. * Look for individuals with a proven track record of building and managing successful sales teams, as well as the ability to coach and develop sales talent. 4. Expand Recruiting Efforts: * Develop a robust recruiting strategy to attract top sales talent and expand the size of your team. * Utilize multiple channels for sourcing candidates, including job boards, referrals, networking events, and social media. 5. Implement Sales Technology: * Leverage sales technology and automation tools to streamline processes, improve efficiency, and scale operations. * Invest in CRM systems, sales engagement platforms, and analytics tools to track performance, manage leads, and optimise workflows. 6. Establish Clear Goals and Metrics: * Set clear performance goals and metrics for your sales team to align efforts and track progress. * Define key performance indicators (KPIs) such as revenue targets, conversion rates, and sales cycle length to measure success and identify areas for improvement. 7. Promote Collaboration and Knowledge Sharing: * Foster a culture of collaboration and knowledge sharing within the sales team to facilitate learning and development. * Encourage reps to share best practices, success stories, and insights to help each other improve performance and achieve goals. 8. Provide Ongoing Training and Development: * Offer continuous training and development opportunities to help sales reps improve their skills, knowledge, and performance. * Invest in sales training programs, workshops, and coaching sessions to keep reps engaged, motivated, and equipped for success. 9. Monitor and Adjust Strategies: * Regularly monitor sales performance and market dynamics to identify trends, opportunities, and challenges. * Adjust strategies and tactics as needed to adapt to changing conditions and maximize sales growth and effectiveness. By following these strategies, you can effectively scale your sales team beyond the initial stage, driving sustainable growth and success for your organisation.

In the first 90 days as a sales leader, focusing on "quick wins" can help demonstrate early success and build momentum for long-term growth. Here are some examples of quick wins you should aim for: 1. Process Optimisation: * Identify inefficiencies in the sales process and implement quick fixes to streamline workflows. * Automate manual tasks or paperwork to free up time for sales reps to focus on selling activities. 2. Low-Hanging Fruit: * Identify and prioritise leads or opportunities that are close to conversion and focus efforts on closing these deals quickly. * Reach out to dormant or inactive accounts to re-engage them and generate immediate revenue. 3. Sales Training and Coaching: * Provide targeted training or coaching sessions to address common sales challenges or objections. * Share best practices and success stories to inspire and motivate the sales team. 4. Pipeline Management: * Review the sales pipeline and prioritise high-probability opportunities that are likely to close within the next 30-60 days. * Provide guidance and support to sales reps to help them move deals through the pipeline more efficiently. 5. Cross-Selling and Upselling: * Identify opportunities to cross-sell or upsell additional products or services to existing customers. * Develop targeted campaigns or promotions to encourage repeat business and increase average deal size. 6. Customer Feedback and Satisfaction: * Reach out to recent customers to gather feedback on their experience and satisfaction with the product or service. * Address any concerns or issues raised by customers quickly to improve retention and loyalty. 7. Sales Collateral and Resources: * Develop or update sales collateral, presentations, and resources to support sales efforts. * Provide reps with tools and materials they can use to effectively communicate the value proposition and overcome objections. 8. Team Alignment and Collaboration: * Foster a culture of collaboration and teamwork by organizing cross-functional meetings or brainstorming sessions. * Identify opportunities for synergy between sales and other departments, such as marketing or customer success, to improve overall performance. 9. Performance Tracking and Accountability: * Implement systems or processes to track sales performance and hold reps accountable for meeting targets. * Celebrate early successes and recognise top performers to boost morale and motivation within the team. By focusing on these quick wins in the first 90 days, you can demonstrate your effectiveness as a sales leader, build confidence within the team, and lay the groundwork for sustained success in the future.

When joining a startup as the Head of Sales where there hasn't been a dedicated sales team before, it's crucial to establish a solid foundation while driving rapid growth. Here's a breakdown of goals for the first 30/60/90 days: First 30 Days: 1. Understand the Business: * Gain a deep understanding of the startup's product or service, target market, unique value proposition, and competitive landscape. 2. Assess Current Situation: * Evaluate existing sales processes, if any, and identify areas for improvement or gaps in the sales strategy. 3. Define Sales Strategy: * Develop a clear sales strategy aligned with the company's overall goals and objectives. * Determine target customer segments, pricing models, and go-to-market strategies. 4. Build Sales Infrastructure: * Set up essential sales infrastructure, including CRM software, sales enablement tools, and reporting mechanisms. 5. Hire Core Team Members: * Begin recruiting key sales team members, such as sales managers or account executives, to help execute the sales strategy. Next 30 Days (60 Days Total): 6. Refine Sales Processes: * Streamline and optimise sales processes to increase efficiency and effectiveness. * Implement standardised workflows, sales scripts, and objection handling techniques. 7. Train and Onboard Team: * Provide comprehensive training and onboarding for new sales team members to ensure they are equipped with the skills and knowledge they need to succeed. 8. Start Generating Revenue: * Focus on generating initial revenue by closing deals and acquiring new customers. * Identify quick-win opportunities and prioritise efforts to drive early sales wins. 9. Establish Metrics and Reporting: * Define key performance indicators (KPIs) and establish systems for tracking and reporting on sales metrics. * Monitor progress closely and make adjustments as needed to stay on track towards goals. Next 30 Days (90 Days Total): 10. Scale Sales Operations: * Scale up sales operations by expanding the sales team, refining processes, and investing in additional resources as needed. * Explore opportunities for geographic expansion or new market segments to accelerate growth. 11. Customer Feedback and Iteration: * Gather feedback from early customers to understand their needs, pain points, and satisfaction with the product or service. * Use insights to iterate on the sales strategy, messaging, and product offerings to better align with customer needs. 12. Establish Sales Culture: * Foster a culture of accountability, collaboration, and continuous improvement within the sales team. * Lead by example and reinforce core values that drive success in sales and customer relationships. By setting and achieving these goals in the first 30/60/90 days, you can lay a strong foundation for the sales function, drive rapid growth, and position the startup for long-term success in the market.

If you're new to sales and tasked with creating a 30/60/90 day plan for the first time, it's essential to break down the process into manageable steps and focus on building a strong foundation for success. Here's a simple approach to help you contextualise and approach your plan: 1. Understand the Basics: * Start by understanding the purpose and structure of a 30/60/90 day plan. It's a strategic roadmap that outlines your goals and objectives for the first three months in a new role. * Research examples of 30/60/90 day plans online to get a sense of common elements and best practices. 2. Set Clear Goals: * Define your goals and objectives for each phase of the plan. What do you aim to achieve in the first 30 days, 60 days, and 90 days? * Make sure your goals are specific, measurable, achievable, relevant, and time-bound (SMART). 3. Gather Information: * Gather information about your role, the company, the product or service you'll be selling, the target market, and the competitive landscape. * Schedule meetings with key stakeholders, such as your manager, teammates, and other departments, to gather insights and input. 4. Prioritize Activities: * Prioritize activities based on what will have the most significant impact on achieving your goals in each phase of the plan. * Focus on activities that will help you ramp up quickly, build relationships, and start making meaningful contributions to the sales team. 5. Develop Action Plans: * Break down your goals into specific action steps and tasks for each phase of the plan. * Identify the resources, support, and training you'll need to execute your plan effectively. 6. Seek Feedback: * Share your draft plan with your manager or mentor for feedback and input. * Incorporate any suggestions or adjustments to ensure your plan aligns with the company's priorities and expectations. 7. Stay Flexible: * Be prepared to adapt and adjust your plan as needed based on changing circumstances, feedback, and new information. * Stay agile and open-minded as you navigate your first few months in the role. 8. Monitor Progress: * Regularly track and review your progress against the goals and milestones outlined in your plan. * Celebrate achievements and milestones along the way, and course-correct if necessary to stay on track. By approaching your 30/60/90 day plan with these steps in mind, you can build a roadmap for success in your new sales role, even if you're new to sales. Remember to stay focused, proactive, and adaptable as you work towards achieving your goals.

Sales OKRs should be designed to align with the overall business objectives and drive measurable outcomes that contribute to revenue growth and customer success. Here are some examples of good sales OKRs: 1. Objective: Increase Revenue * Key Result 1: Achieve a 20% increase in monthly recurring revenue (MRR) by the end of the quarter. * Key Result 2: Close 50 new deals with high-value clients within the target market. * Key Result 3: Increase average deal size by 15% through upselling and cross-selling additional products or services. 2. Objective: Expand Market Reach * Key Result 1: Enter three new geographic markets and generate $100,000 in revenue from each market within six months. * Key Result 2: Increase brand awareness and market visibility by doubling the number of qualified leads generated from inbound marketing efforts. * Key Result 3: Secure partnerships with five strategic channel partners to extend the company's reach and access new customer segments. 3. Objective: Improve Sales Efficiency * Key Result 1: Reduce the sales cycle length by 20% through process optimization and improved lead qualification. * Key Result 2: Increase the conversion rate from qualified leads to closed deals by 15% through targeted sales enablement and training initiatives. * Key Result 3: Implement a new CRM system and achieve 100% adoption among the sales team within three months to improve data accuracy and visibility. 4. Objective: Enhance Customer Satisfaction * Key Result 1: Achieve a Net Promoter Score (NPS) of 9 or above by the end of the year through proactive customer engagement and support. * Key Result 2: Reduce customer churn rate by 25% through proactive account management and retention efforts. * Key Result 3: Increase customer lifetime value (CLV) by 20% by driving upsell and cross-sell opportunities and delivering exceptional value to customers. 5. Objective: Foster Team Development * Key Result 1: Implement a structured onboarding program for new sales hires and achieve 100% completion within 30 days of joining. * Key Result 2: Provide ongoing training and development opportunities for the sales team, resulting in a 10% increase in average performance metrics (e.g., conversion rate, quota attainment). * Key Result 3: Foster a culture of collaboration and accountability within the sales team, as measured by a 15% increase in team satisfaction scores. These examples illustrate how sales OKRs can be structured to align with broader business goals and drive measurable outcomes that contribute to revenue growth, market expansion, operational efficiency, customer satisfaction, and team development. Each OKR should be ambitious yet achievable, with clear metrics and milestones to track progress and success.

When stepping into the role of Head of Sales at a startup that hasn't previously had a dedicated sales function, it's crucial to establish a strong foundation while driving rapid growth. Here's how to approach your first 30/60/90 day goals: First 30 Days: Building Foundation 1. Understand the Business: * Gain a deep understanding of the startup's product or service, target market, value proposition, and competitive landscape. 2. Assess Current Situation: * Evaluate existing sales processes (if any) and identify areas for improvement or gaps in the sales strategy. 3. Define Sales Strategy: * Develop a clear sales strategy aligned with the company's overall goals and objectives. * Determine target customer segments, pricing models, and go-to-market strategies. 4. Build Sales Infrastructure: * Set up essential sales infrastructure, including CRM software, sales enablement tools, and reporting mechanisms. 5. Hire Core Team Members: * Begin recruiting key sales team members, such as sales managers or account executives, to help execute the sales strategy. Next 30 Days (60 Days Total): Growth and Execution 6. Refine Sales Processes: * Streamline and optimise sales processes to increase efficiency and effectiveness. * Implement standardised workflows, sales scripts, and objection handling techniques. 7. Train and Onboard Team: * Provide comprehensive training and onboarding for new sales team members to ensure they are equipped with the skills and knowledge they need to succeed. 8. Start Generating Revenue: * Focus on generating initial revenue by closing deals and acquiring new customers. * Identify quick-win opportunities and prioritize efforts to drive early sales wins. 9. Establish Metrics and Reporting: * Define key performance indicators (KPIs) and establish systems for tracking and reporting on sales metrics. * Monitor progress closely and make adjustments as needed to stay on track towards goals. Next 30 Days (90 Days Total): Scaling and Optimisation 10. Scale Sales Operations: * Scale up sales operations by expanding the sales team, refining processes, and investing in additional resources as needed. * Explore opportunities for geographic expansion or new market segments to accelerate growth. 11. Customer Feedback and Iteration: * Gather feedback from early customers to understand their needs, pain points, and satisfaction with the product or service. * Use insights to iterate on the sales strategy, messaging, and product offerings to better align with customer needs. 12. Establish Sales Culture: * Foster a culture of accountability, collaboration, and continuous improvement within the sales team. * Lead by example and reinforce core values that drive success in sales and customer relationships.

Sales leadership in a small company versus a large company involves navigating different challenges, priorities, and dynamics. Here are some key differences: 1. Scope and Scale: * In a small company, the sales team is often smaller, with a narrower focus and limited resources. Sales leaders may be required to wear multiple hats and be directly involved in day-to-day sales activities. * In a large company, the sales team is typically larger, with specialised roles and a broader geographic or market reach. Sales leaders focus more on strategic planning, team management, and driving overall sales performance. 2. Customer Relationships: * In a small company, sales leaders often have more direct contact with customers and play a hands-on role in building relationships, understanding needs, and closing deals. * In a large company, sales leaders may have less direct interaction with customers, as relationships are often managed by account executives or sales representatives. Sales leaders focus more on coaching, mentoring, and supporting the sales team in managing customer relationships effectively. 3. Decision-Making and Flexibility: * In a small company, sales leaders have greater autonomy and flexibility in decision-making, as there are fewer layers of bureaucracy and approval processes. * In a large company, sales leaders may encounter more complex decision-making processes, involving multiple stakeholders, departments, and hierarchies. Sales leaders need to navigate internal politics and collaborate across functions to drive alignment and consensus. 4. Resource Constraints: * In a small company, sales leaders may face resource constraints, such as limited budgets, manpower, and technology infrastructure. Sales leaders need to be resourceful and creative in maximizing the impact of available resources. * In a large company, sales leaders have access to greater resources, including dedicated support teams, advanced technology platforms, and marketing resources. Sales leaders focus more on optimizing resource allocation and leveraging economies of scale to drive efficiency and effectiveness. 5. Risk and Growth Potential: * In a small company, sales leaders may face higher levels of risk and uncertainty, as the company is still establishing its market position and may be more susceptible to market fluctuations or competitive pressures. * In a large company, sales leaders benefit from greater stability and brand recognition, but may face challenges related to market saturation, increased competition, and the need to drive incremental growth in mature markets. Overall, while the fundamental principles of sales leadership remain consistent across small and large companies, the specific challenges, priorities, and dynamics vary significantly based on the size and stage of the organization. Effective sales leaders adapt their approach and strategies accordingly to drive success in their respective environments.

As the new sales manager for a B2B SaaS company that is starting to scale with 40 people, your first month and first quarter are critical for laying the groundwork for future success. Here's what you should aim to do in each timeframe: First Month: 1. Understand the Business: * Gain a deep understanding of the company's products, services, target market, value proposition, and competitive landscape. 2. Assess Current Sales Processes: * Evaluate existing sales processes, tools, and workflows to identify strengths, weaknesses, and areas for improvement. * Review sales metrics, performance data, and historical trends to identify patterns and insights. 3. Build Relationships: * Get to know your sales team members individually, understand their strengths, weaknesses, and motivations. * Develop rapport with cross-functional teams, including marketing, product, customer success, and operations. 4. Set Expectations: * Clearly communicate your vision, goals, and expectations for the sales team. * Align sales objectives with broader company goals and priorities. 5. Identify Quick Wins: * Identify low-hanging fruit and quick-win opportunities to boost morale and generate early momentum. * Focus on addressing any immediate challenges or bottlenecks that may be hindering sales performance. First Quarter: 6. Develop a Sales Strategy: * Develop a comprehensive sales strategy that aligns with the company's growth objectives and market opportunities. * Define target customer segments, ideal customer profiles, and go-to-market strategies. 7. Optimize Sales Processes: * Streamline and optimize sales processes to improve efficiency, effectiveness, and scalability. * Implement standardized workflows, sales cadences, and best practices. 8. Provide Training and Development: * Implement a structured onboarding program for new hires and provide ongoing training and development opportunities for the sales team. * Focus on building sales skills, product knowledge, objection handling, and negotiation techniques. 9. Implement Sales Technology: * Evaluate and implement sales technology tools and platforms to support sales operations, enablement, and analytics. * Implement a CRM system to track leads, opportunities, and customer interactions. 10. Set Performance Metrics: * Define key performance indicators (KPIs) and metrics to track sales performance, such as conversion rates, pipeline velocity, and quota attainment. * Implement regular performance reviews and coaching sessions to provide feedback and support to the sales team. 11. Foster a Culture of Accountability: * Foster a culture of accountability, collaboration, and continuous improvement within the sales team. * Celebrate successes, recognize top performers, and address underperformance proactively. 12. Align with Leadership: * Maintain open communication and alignment with executive leadership, providing regular updates on sales performance, initiatives, and challenges. * Seek input and guidance from leadership to ensure alignment with company goals and priorities. By focusing on these key initiatives in your first month and first quarter as a sales manager, you can establish a strong foundation for sales success, drive growth, and position the company for long-term scalability and profitability. ChatGPT can make mistakes. Consider checking important information.

During your first month at the company as the Head of Sales, it's essential to have productive one-on-one meetings with the demand generation and revenue operations teams to align strategies, understand processes, and foster collaboration. Here are some questions you should consider asking during these meetings: 1. Demand Generation Team: * What are the primary goals and objectives of the demand generation team? * Can you walk me through the current demand generation strategy and tactics being used? * What channels and tactics are most effective in generating leads and driving customer acquisition? * How are leads qualified and passed to the sales team for follow-up? * Are there any areas of opportunity or challenges that the demand generation team is currently facing? * How can the sales team better support the demand generation efforts, and vice versa? 2. Revenue Operations (RevOps) Team: * What is the role of the revenue operations team within the organization? * Can you provide an overview of the current sales processes and workflows? * How are leads and opportunities managed within the CRM system, and what data is being tracked? * Are there any gaps or inefficiencies in the current sales operations that need to be addressed? * What tools and technologies are being used to support sales operations, and are there any opportunities for optimization or integration? * How can the sales team collaborate more effectively with the revenue operations team to improve efficiency and effectiveness? 3. Alignment and Collaboration: * How can we ensure alignment between the sales, demand generation, and revenue operations teams to achieve common goals? * Are there regular meetings or touchpoints where the three teams can collaborate and share insights? * What metrics or KPIs should we track collectively to measure the success of our efforts and identify areas for improvement? 4. Future Initiatives and Opportunities: * Are there any upcoming initiatives or projects that the sales team should be aware of? * How can the sales team contribute to the success of these initiatives, and what support will be needed from other teams? * Are there any emerging trends or opportunities in the market that the sales team should be leveraging?

1. Human Resources: * The human resources team handles hiring, onboarding, training, and development of sales personnel. * Alignment with human resources ensures that the sales team is effectively recruited, onboarded, and supported in their roles. * Collaborating with human resources facilitates the development of training programs, career paths, and incentive structures that motivate and retain top sales talent. 2. Finance/Operations Team: * The finance/operations team manages financial planning, forecasting, and reporting. * Alignment with the finance/operations team ensures accurate tracking and reporting of sales metrics and performance. * Collaboration with finance/operations helps ensure that sales strategies are financially viable and aligned with budgetary constraints. 3. Marketing Team: * The marketing team generates leads, builds brand awareness, and supports sales efforts through content, campaigns, and messaging. * Alignment with the marketing team ensures consistency in messaging, positioning, and lead generation efforts. * Collaborating closely with marketing facilitates the development of targeted campaigns and initiatives that drive sales pipeline growth.

When taking on a Head of Sales role, certain red flags may emerge within the first 90 days that could indicate challenges or issues within the organisation. While every situation is unique, here are some red flags to consider that may warrant reconsideration of your position: 1. Lack of Support from Leadership: * If you encounter resistance or lack of support from executive leadership in implementing sales strategies or initiatives, it may signal broader issues with alignment or commitment to sales objectives. 2. Unclear Expectations or Objectives: * If you find that expectations for the role are unclear or constantly shifting, it may indicate a lack of strategic direction or organizational instability. 3. High Turnover in Sales Team: * If there is a pattern of high turnover within the sales team, it could be indicative of deeper issues such as poor leadership, ineffective sales processes, or cultural issues within the organisation. 4. Inadequate Sales Infrastructure: * If essential sales infrastructure such as CRM systems, sales enablement tools, or support resources are lacking or poorly implemented, it can hinder the effectiveness of the sales team and impede growth. 5. Misalignment of Values or Culture: * If you find that the company's values or culture are not aligned with your own, it may lead to dissatisfaction or difficulty in fulfilling your role effectively. 6. Lack of Transparency or Communication: * If there is a lack of transparency or open communication within the organisation, it can lead to misunderstandings, mistrust, and challenges in executing sales strategies. 7. Poor Financial Health or Market Position: * If the company is experiencing financial difficulties or is struggling to compete in the market, it may impact the viability of your role and the potential for success in driving revenue growth. 8. Ethical Concerns or Red Flags: * If you encounter unethical practices or behavior within the organisation that goes against your values or professional standards, it may be a sign of deeper cultural or organisational issues. 9. Overly Aggressive Sales Targets: * If sales targets are set unrealistically high or in a manner that puts undue pressure on the sales team, it can lead to burnout, turnover, and ultimately, poor performance. 10. Lack of Opportunity for Growth or Development: * If there are limited opportunities for career growth or professional development within the organization, it may impact your long-term satisfaction and fulfilment in the role. If you encounter one or more of these red flags within your first 90 days as Head of Sales, it's essential to carefully evaluate the situation and consider whether it aligns with your career goals and values. In some cases, it may be necessary to have candid discussions with leadership or explore alternative options that better suit your needs and aspirations.