Eric Martin

As the first GTM hire and sales leader at Vanta, hitting our weekly revenue target was the absolute most important thing that I could do for myself, for the company, and for my CEO. Yes, you read that correctly, I had a weekly revenue target that I had to hit (and that we exceeded on a weekly basis for the first few years). Why weekly? I think it came from some YC guidance. :) If you're taking on a first sales leader role where there are literally no sellers, it's critical that you first roll up ...Read More

The answer to this question depends on the sales leader (i.e. me vs someone else), the product that the rep is selling, the stage of the business, etc. The list goes on. I personally am always looking for candidates who have these two attributes: Innate curiosity Persuasiveness The first is (hopefully) obviously critical. The more curious the rep, the better they should be at discovery. The better they are at discovery, the more time you can spend helping them execute the back half of their deal ...Read More

It's a great question. I believe that all reps are continuously motivated by earning potential and career growth opportunities, regardless of the stage of the company. To get more nuanced, you'll see earlier hires more motivated by the combination of equity and cash, and you'll also see earlier hires hoping to leverage their early arrival to accelerate their career growth (vs later hires). As an aside, one of the real joys of leading and scaling sales teams is rewarding those deserving early hir ...Read More

This is a great question and a task that I was asked to take on for Vanta twice over the past two years - first helping us break into the mid-market, and later helping us break into the enterprise. My first piece of advice is to make sure that there's cross-functional alignment in your company around the desire or need to move upmarket. It's really important that the entire company is on board with this decision. From there, I'd have representatives from GTM and EPD take a long hard look at any ...Read More

This is a great question, and how we have done this at Vanta has evolved over the years. Being thoughtful about how sales communicates updates to the rest of the company (and vice versa) is so critical. Today, we have a number of public slack channels where sales or GTM-related updates are regularly shared. We also host a public GTM All-Hands once a month that the entire company is (optionally) invited to attend. We also have monthly business reviews where GTM and EPD (engineering, product, desi ...Read More

First off, congrats on the big gains in ARR & ACV, and also for putting some key processes in place. Like many of my other responses, let me say here that "It depends." We should find some time to chat about your situation. At Vanta, we had a repeatable sales playbook from the early days, but we didn't implement a formal sales methodology when we were around 200 employees (and had a GTM org of around 100 employees). Why did we do it? Not because we were struggling (sales were humming), but b ...Read More

Great question. The way that we've thought about shared KPIs has evolved over the years, and continues to evolve, as I think is true of most companies. One of our mottos here at Vanta is to "never win alone" and that also applies to all things demand generation. While we can cut the data a hundred ways, sales and marketing are still very much on "the same team" and hitting the company pipeline goal trumps everything else. As for which KPIs sales teams often miss, it depends. I've been at compani ...Read More

This is a good, and interesting question. Like many of the other questions, answering this properly requires more context, so I'd ask that you DM me to find some time to chat. A couple of questions that come to mind when reading this question include: How similar or different are the ICPs for these two products? What are the ACVs of the products? How do their sales cycles compare? Are your product and marketing teams investing in both of them equally? Etc. While many might know Vanta as automati ...Read More

First off, I'm going to assume that the question here is whether or not I have any advice for a "junior seller" who is a first sales hire. My advice is to ask your company leaders to help you find a sales mentor or sales coach. Asking for something like this is not a sign of weakness, it's a sign of maturity. Your company leaders clearly see something in you (that you also hopefully see in yourself). You should operate from a place of confidence, but also seek out someone who you can also contin ...Read More