Sales Lead

Role Overview

• Increasing sales velocity and hustle
• getting the sales teams to spend more time in person with customers, going deeper with accounts, and role modeling this yourself.
• Building the sales machine that scales us beyond $100m ARR. You will already have seen or have strong intuitions about the things we should do to grow, and conversely the things to avoid.
• Building an outbound function (warm and cold)
• we are figuring this out as we go, but need someone who has at least seen this work happen. Nobody on the team has experience doing this.
• Predictable forecasts, repeatable pipeline creation, scalable rep productivity are all things that we have a loose grasp of at the moment. You will build this into a system.
• Improving things like our market segmentation, coverage model, deal ownership rules/handoffs.
• Reporting to Tim (co-founder & co-CEO) and building and coaching a smaller team of second-line leaders.

Requirements

• Held a senior role in a similar business where you’ve managed and coached multiple teams
• technical product, PLG with sales-led added in, that has scaled well beyond $100m ARR
• Spent at least 4+ years building at one company, not just a series of short stints
• Able to understand and pitch PostHog’s products
• if a customer talks to you for 10min, they should assume you are a PM not a sales person
• Based in the Bay Area and willing to frequently visit large current and potential customers in person
• Experience setting up outbound sales, or at least working closely with BDR/SDR teams, with opinions about how this should look today Nice to have
• You’ve seen what excellent looks like at a successful company but also successfully sold the no.2 or worse product in a difficult market

Benefits

• Transparency: Everyone can read about our roadmap, how we pay (or even let go of) people, our strategy, and how we work, in our public company handbook. Internally, we share revenue, notes and slides from board meetings, and fundraising plans, so everyone has the context they need to make good decisions.
• Autonomy: We don’t tell anyone what to do. Everyone chooses what to work on next based on what's going to have the biggest impact on our customers, and what they find interesting and motivating to work on. Engineers lead product teams and make product decisions. Teams are flexible and easy to change when needed.
• Shipping fast: Why not now? We want to build a lot of products; we can't do that shipping at a normal pace. We've built the company around small teams – autonomous, highly-efficient groups of cracked engineers who can outship much larger companies because they own their products end-to-end.
• Time for building: Nothing gets shipped in a meeting. We're a natively remote company. We default to async communication – PRs > Issues > Slack. Tuesdays and Thursdays are meeting-free days, and we prioritize heads down building time over perfect coordination. This will be the most productive job you've ever had.
• Ambition: We want to solve big problems. We strongly believe that aiming for the best possible upside, and sometimes missing, is better than never trying. We're optimistic about what's possible and our ability to get there.
• Being weird: Weird means redesigning an already world-class website for the 5th time. It means shipping literally every product that relates to customer data. It means building an objectively unnecessary developer toy with dubious shareholder value. Doing weird stuff is a competitive advantage. And it's fun.