The Art of Minting a VP of Sales: A Masterclass in Strategy and Flexibility

When it comes to leading a sales team, there's a significant difference between managing and minting a VP of Sales. Managing involves maintaining and optimizing performance, while minting is about shaping and refining a leader who can drive your organization towards unprecedented growth. It's not just about handing over a title; it's about crafting a role that aligns with your company's unique needs and growth trajectory. Let's dig into the essential components of minting the VP of Sales who can make a real impact.

Embrace Imperfection: The Myth of the Perfect VP of Sales

No VP of Sales is perfect, and that’s okay. Founders often make the mistake of expecting their sales leader to excel in every aspect, from hunting big deals to managing high-velocity inside sales. But the reality? That’s a tall order. Each VP brings their own strengths to the table, whether it’s closing seven-figure deals or managing a high-volume inside sales team. As the founder, your job is to optimize their role around your core deal size and customer segment. A recent article in Forbes highlighted that even the most seasoned sales leaders have their blind spots, reinforcing the need for realistic expectations and strategic support.

Know Your Sales Archetypes: Field vs. Inside Sales Leaders

One of the first steps in minting your VP of Sales is understanding the different sales archetypes. Field sales leaders, often referred to as "elephant hunters," thrive on landing big deals but may struggle with the rapid-fire nature of inside sales. On the flip side, inside sales leaders are masters of high-velocity environments but might leave money on the table in larger deals. Recognizing these nuances allows you to position your VP where they can succeed and supplement their skills with the right support.

The Jet-Setter Conundrum: Balancing Travel and Team Management

Field sales leaders are no strangers to jet-setting across the globe to close deals. However, this can sometimes mean less time spent on nurturing the inside sales team or optimizing processes. Inside sales leaders, meanwhile, might be less inclined to travel but are experts at building and managing large teams. The key is finding a balance—encouraging your VP to focus on their strengths while ensuring they’re not spread too thin.

Inbound vs. Outbound: Bridging the Sales Strategy Divide

A VP of Sales who has grown up in an inbound environment might struggle with building an outbound team, and vice versa. The skills required for each are vastly different, and expecting one person to master both without support is unrealistic. A crucial part of minting your VP is ensuring they have the resources and training to bridge this gap. Recent data suggests that companies with a balanced approach to inbound and outbound strategies see 36% higher revenue growth, underscoring the importance of this balance.

The Reluctant Closer: Upsell and Customer Success Challenges

Many VPs of Sales are natural closers but may shy away from the upsell or customer success aspects of the job. This reluctance can lead to missed opportunities for long-term revenue growth. The solution? Pair your VP with a strong customer success team or consider bringing in a dedicated leader to handle this area. According to Harvard Business Review, companies that excel at customer success can boost revenue by 15% or more, making this a crucial area to address.

Scaling to $100M ARR: Lessons from the Trenches

Scaling to $100 million in annual recurring revenue (ARR) is no small feat, and the journey will likely involve multiple shifts in strategy, territory assignments, and leadership. As highlighted by industry experts, the rare VP of Sales who can lead from zero to $100 million is a unicorn. Most companies will go through several transitions in sales leadership as they scale, and being prepared for this reality can make all the difference. The key is continuous assessment and adjustment—what works at $10 million ARR might not at $50 million.

The Importance of Long-Term Planning: Looking 12-18 Months Ahead

The most successful sales organizations are always looking ahead, laying the groundwork for future growth well in advance. This means not just planning for the next quarter but thinking 12 to 18 months out. Whether it's hiring new reps, refining your sales processes, or adjusting your target market, proactive planning is crucial. A study by McKinsey & Company found that companies with long-term planning frameworks are 3.5 times more likely to be industry leaders, further emphasizing the importance of this approach.

Communicate, Adapt, Repeat: The Rinse and Repeat Cycle

Sales is a dynamic environment, and the only constant is change. As you scale, your sales strategy will need to evolve continuously. This involves regular communication across teams, adapting to new market conditions, and being willing to make tough decisions. A consistent cycle of planning, execution, assessment, and adjustment is what will keep your company on the growth trajectory. Remember, the journey to $100 million ARR is a marathon, not a sprint.

Ready to Mint Your VP of Sales?

Minting your VP of Sales is about more than just hiring the right person—it’s about shaping and refining their role to align with your company’s specific needs and growth goals. It requires a balance of realistic expectations, strategic support, and continuous adaptation. If you’re ready to take your sales team to the next level, consider booking a demo with Alariss Global today. We’re here to help you craft the perfect sales leadership strategy that will drive your business forward.