Post-Interview

I've placed Sales and GTM talent at 200+ startups. One of the most common things I see is a founder making a great hire — then watching that person struggle for reasons that have nothing to do with their ability. The rep is good. The marketing foundation underneath them isn't. Here's what I learned working alongside fractional CMO June Bower — and what every founder should fix before making their next sales hire.

Hiring a great rep is hard. But the work doesn't stop at the offer letter. Research shows structured onboarding improves retention by 82% — yet most early-stage startups still hand new GTM hires a laptop and a Slack invite. Here's the 30/60/90 framework, plus expert onboarding support from HR consultant Nivi Rabbi, that actually sets new hires up to perform.

The player-coach role sounds great in theory — until your week disappears into deals and your team gets nothing from you. The 30/30/30 Rule helps first-time sales leaders stay intentional about where their time actually goes.

Pushing new GTM hires for pipeline in their first 30 days usually backfires. When reps lack confidence in the pitch or product, activity goes up but quality tanks. Here's how to coach for clarity first — and watch everything else follow.

Most startups go quiet after the offer is signed. That silence is where second-guessing creeps in. Here are five simple ways to preboard your new GTM hire — plus how Nivi Rabbi can help if you want structured support.

Most founders nail the recruiting process and drop the ball the moment someone signs. Here's a stage-by-stage playbook — from offer-accept through the 90-day check-in — built for early-stage teams without an HR function.

Top candidates are running three processes at once — and they'll make a decision before you get to the offer if you're not deliberate. Here's how to move fast, sell the moment, and close with conviction.

Getting hung up on and ghosted is literally the job description. The reps who last aren't the ones who hustle harder — they're the ones who protect their energy deliberately. Here's how.

Comp plans in SaaS vary wildly. The offer negotiation is where you protect your upside or leave it on the table. Here's how to ask the right questions, frame the conversation, and close an offer you feel good about.

A high OTE means nothing if the ramp is unrealistic, the quota is aspirational, or the support structure doesn't exist. Here's how to evaluate the five things that actually determine whether you'll succeed.

No playbook. No formal onboarding. Just pressure to perform fast. A 90-day plan from Alison Campbell, founder of unBurnt, that balances urgency with sustainability — so you ramp hard without burning out.