# Top 10 Mistakes When Hiring Your First B2B Sales Team Avoid these common pitfalls to scale your sales faster and with less stress. - **Source:** [SaaStr](https://www.saastr.com) - **Published:** 2022-12-01 - **Topic:** [Sales & BD](https://brifing.si/c/sales) - **Original article:** - **On Brifing:** https://brifing.si/s/0be831a0-b9b3-44f6-b49b-62e06ab30d63 ## Prove Sales Before Hiring Founders must first prove their product is sellable before hiring sales reps. Even if you're bad at sales, as the CEO, you know the product best and can demonstrate its viability. Outsourcing this critical step leads to failure. Early-stage companies need to validate their sales process internally before scaling with external hires. This foundational step ensures you're building on a proven model rather than assumptions. ## VP of Sales Timing Hire a VP of Sales only after you have at least two reps consistently hitting quotas. Their role is to scale from 3 to 300 reps systematically. Bringing in a VP too early wastes resources as they'll spend time trying to scale processes that aren't yet validated. The ideal progression is founder sales → 2 successful reps → VP to systematize growth. This staged approach prevents premature scaling costs. ## Trust in Early Hires Your first 2-3 sales reps must be people you'd personally buy from. If you wouldn't trust them with your most valuable leads, they'll inevitably fail regardless of past experience. Early-stage sales rely heavily on trust and product knowledge. Later hires (reps 4-400) can have more diverse profiles as processes mature. But those initial hires set your sales culture and credibility. ## Competitive Compensation Underpaying sales reps is a rookie mistake that attracts bottom-tier talent. Top performers want market-rate or above compensation with clear upside potential. In tougher economic times, it's especially crucial to ensure your best reps earn significantly. Sales is fundamentally about money - both for your company and the rep. Skimping here guarantees underperformance. ## Quick Performance Evaluation If a rep can't close anything within 1-1.5 sales cycles, they likely never will. Early-stage companies can't afford to carry underperformers who waste precious leads. This becomes even more critical during economic downturns when lead volume decreases. Implement clear performance metrics and act decisively when reps consistently miss targets to maintain sales efficiency. ## VP Must Sell Initially Your first VP of Sales should be willing to personally sell before transitioning to team leadership. While they can't carry a quota indefinitely, they must start by closing deals and remain involved in key accounts. Avoid VPs who refuse to sell - early-stage companies need hands-on leaders. The VP should own the overall revenue plan but maintain direct sales involvement until the team matures. ## B2B Experience Essential Early sales hires must have B2B experience selling similar products at comparable price points. While domain expertise is valuable, it shouldn't come at the cost of fundamental B2B sales skills. For specialized verticals, pair domain experts with experienced SaaS sellers. First reps without B2B experience will struggle with the longer sales cycles and multiple stakeholders characteristic of B2B. ## Retain Top Performers Aim for 0% voluntary attrition among your best salespeople. Great teams stick together, inspire each other, and attract higher-quality talent over time. Unlike boiler room operations that constantly churn the bottom third, successful sales organizations focus on retaining and developing their top performers. This creates a virtuous cycle of increasing sales capability and results. ## Sources covering this story - https://www.saastr.com/the-top-10-mistakes-made-in-hiring-your-first-sales-team/ — --- _Summary written by Brifing from the original reporting. Copyright in the original article belongs to its publisher; read the full piece at the link above._