Don't Hire Your First Sales Rep Too Early in the Game.

I recently worked with a B2B SaaS company in their second year of business. They had just signed their 6th customer and were aiming to hit 10 by the end of the year. On paper, it looked like the perfect moment to hire their first sales rep.

But after analysing their pipeline, product–market alignment, and sales process, I advised them to slow down. They didn’t need a sales rep yet — they needed more time in founder-led selling. Here’s why. Founder-Led Selling Comes First

Before you bring in your first salesperson, you need to uncover genuine market interest and establish a solid foundation for product–market fit. Founder-led selling isn’t just about closing deals, it’s about market research.

When you, as the founder, lead the sales effort, you gain:

• A sharper definition of your Ideal Customer Profile (ICP) and buying personas.

• Deep technical context on the problem your product solves — no one can articulate this better than you - and it becomes easier to share and convey the same message to your first sales hire.

• Authentic belief in the product’s value, which inspires early adopters.

• First-hand feedback from the market to shape your roadmap.

• The ability to spot patterns in customer challenges, which inform your marketing, sales, operations, and hiring strategies — the blueprint for your future playbook.
  

When to Bring in Your First Sales Rep

The right timing depends on your growth objectives over the next 12 months:

• Are you raising funds soon?

• Targeting recurring revenue milestones?

• Adjusting the pricing model and structure ?

Once you have initial traction, validated demand, and recurring revenue, it’s time to decide what kind of sales rep you need:

• An average rep skilled in lead generation to fill the top of the funnel.

• A seasoned closer to convert warm opportunities into revenue.

• Or a qualified sales rep in both lead generation and closing ...

Once you’re truly ready to hire, these foundations should already be in place:

• Clearly defined ICP – Know exactly who your target customers are, what matters most to them, and how they make technology-buying decisions (in your specific market).

  
  

• A strong value proposition – One that speaks directly to your prospects’ business goals and anticipates how your solution can align with them.

  
  

• A polished narrative – The core story you’ll use to sell, with flexibility to adapt based on the prospect’s context.

  
  

• Story tested in the field – Reach out to prospects through cold calls, cold emails, warm introductions, and event networking. Track who responds, why they respond, and refine your story accordingly.

  
  

• Paid sales – Sell the product, close your first 10/15 clients and get paid for it. No freebies — (more on that in my next blog post).
  

Bottom line: In most early-stage companies I’ve worked with, my advice has leaned heavily toward founder-led sales rather than rushing to hire a sales rep. Too often, it’s an expensive, time-consuming move made before the sales motion is truly ready.

As most GTM professionals would agree on: “A sales rep can scale a process — but only a founder can discover it.” Happy building!