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Shobhit Chugh
How does a Senior Product Manager go from layoff to landing a Staff Product Manager role with a significant compensation increase? Join us as we chat with Nora Hughes, a seasoned product manager with a decade of experience in the tech industry. Nora shares her journey from being laid off in October to navigating the challenging job market. She talks about her initial struggles, including the overwhelm of job searching during the holidays, dealing with COVID-19, and the loneliness that came with it. Nora discusses how she discovered the Intentional Job Search (IJS) program and her thought process before joining. She highlights the program's structure and quality and how it helped her regain focus, prioritize effectively, and build confidence in her job search strategy. In this candid conversation, Nora also reveals her aha moments, including the value of peer interviews and the comprehensive support from the IJS community. She explains how the program's personalized coaching and strategic guidance were pivotal in helping her land a dream role as a Staff Product Manager in AI and ML at a large public company, achieving a significant pay raise and working alongside best-in-class professionals. If you're curious about how the IJS program can transform your job search and career trajectory, this video is a must-watch. Nora's story is a testament to the power of structured support and intentional effort in achieving career success. Key Moments in this Episode ======================== 00:00 - About Nora 01:00 - Challenges before IJS 02:45 - How Nora decided to join the program 07:30 - Nora's experience in IJS 17:30 - Negotiations 20:00 - Her message for you https://lnkd.in/eHEBAxpQ
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5 Comments -
Anne Pao
Diverse interview committees lead to better decisions. I've hired for probably 50+ GTM positions in teams I've run and have been on the interview committee for probably 200+. A wider representation of voices, experiences and perspectives has always led to better candidate choices. Even if those choices were different from my initial first pick. Here's a story. One time I was hiring for a Sales Manager. After the initial recruiter screen I had a hiring manager screen. This candidate did an incredible job. Great energy, strong, specific examples. Handled questions well. He had two more interviews after that. I had rated this person a 4 (strong yes). Then when I reviewed all the other feedback I saw the following: 2 (No) Weak 3 Weak 3 I delved deeper into the comments and followed up with each interviewer independently. I found there was a common thread each person brought up. There was "something off." Felt like a poor culture fit. Strong ego. I reviewed this feedback from 3 people I trusted and compared it to the high rating I gave. I decided not to move forward and sent a nice personalized email sharing we decided not to progress. What happened next blew my mind. The person wrote a screaming, aggressive email back. Criticized my team members, saying he was the best person for the job hands down. Then said I should reconsider since clearly he was better than anyone else who could have applied. Well that sealed it. Sent a thank you for your counter but we will hold to our decision. Wrote me an even more scathing note. And know what that did? Made me exhale a sign of relief that we didn't move forward. That I had my team to provide context for things I might have missed. And that I could trust them. We all have blind spots. Sometimes we have great days. But always look for the data points within. They are there. #hiring #diverseperspectives
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15 Comments -
Amir Savar
Syelo invests exclusively in early stage companies building recruiting software (not to be confused for HR tooling). Every company we have reviewed is building for internal recruiting teams never external. Why? With respect, the complexities, nuances, strategy, and day-to-day tasks are entirely different from one another. An internal teams core value is to systematize and uphold processes that scale. An external team is focused on filling head count. Recruiting Agencies have a TAM of $47b. Recruiting Software has a TAM of $300m. So why are so many founders hyper fixated on building software for companies? Pain. It is a lot harder to sell to agencies. A recruiting agency needs very little software/tooling to be effective and what currently exists works. They also have really tough margins (at scale) so convincing them that a product will 10x their output needs to be clear and effective. Businesses building recruiting departments have a variety of needs and nuances that complicates standardized processes so niche products/solutions find a fit in an already saturated market. In our humble opinion if you are looking to build a next generation company in the TA space you should be building for external recruiters first and foremost.
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7 Comments -
Zoey Weaver
When considering joining an AI company after spending 8+ years in HR tech, I had to think a lot about what this meant from an equitability standpoint (and definitely leaned on some very talented HR friends to make that decision). With AI coming up left and right in HR, it doesn't always mean that it's done well or fairly. At Humanly (humanly.io) I'm lucky to report that we're not only growing, but also choose to be regularly audited to ensure fair and equitable processes with our AI solution. AKA- streamlined processes that also consider 100% of candidates fairly and quickly, which most high-volume recruiting teams can't do today. Super excited that Teamable joined us to do so! https://lnkd.in/gmXeyDRe
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3 Comments -
Maranda Dziekonski (she/her)
When you're not in the board room, you're always wondering, "What's going on in there?". I have now worked with seven companies where I'd regularly present to a board, a mixture of PE and VC-led, and it's almost always centered around a few key topics. If you're meeting your numbers: - what's your future forecast - how are you going to continue to grow - how will you grow faster and more efficient - update on money in the bank and spend If you're not meeting your numbers (along with the things I mentioned above): - what is your plan to turn things around and meet your numbers (this includes new logo, back-to-base sales, and churn reduction) - what resources can they offer to help - do you have the right players in the right seat This is an oversimplification because many nuances are at play, but this is generally it. While board meetings can be stressful, almost every board I've worked with wants to be helpful. Of course, their interest is, first and foremost, that the business is healthy and growing, so there's always that undertone, but overall, they want to help. After all, they are guardians of the investments they make on behalf of others and have to report back on their performance. Think of them like they are CSMs for their investors (the folks that give them money). They need to get a great return on the investment they made on their behalf.
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6 Comments -
Alex Pavlou
Starting the week with 5 big wins from last week 🎉: (Shoutout to our amazing team!) 1. Neil and Chelsea collaborated to place a Technical Product Manager at a late-stage travel startup. Fantastic teamwork! 2. Jared onboarded several new roles for founding designers. Kudos! 3. Chelsea and Alicia started searches for several agency clients looking for senior strategists and strategy directors. 4. Gigi reported significant progress for researchers and strategists at various agencies. 5. Personal highlight: moving office to Flatiron and having John rejoin the team! While we celebrate these wins, we’re also noticing some challenges as the market heats up: → GTM and Design talent demand is growing fast. → Demand for talent is up MoM but requirements are still very specific - we are starting to dip back into a talent-driven market. → With strong demand means talent retention is going to be center stage. Incredibly grateful to have a team who impresses me every week. I'm certain we'll be able to tackle upcoming challenges head-on. Here's to the new week ahead! Excited to see what it brings. Happy upcoming week, team and everyone else!
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3 Comments -
Colin Lernell
I once received $350,000 and $850,000 Director of Product offers from similarly-sized companies in the same week. 2 main factors that dictate what you make. Here is what ex-VP Product Aakash Gupta and I found from interviewing 30 executive recruiters, VCs, and product executives. Factor 1 - Company Size & Stage Sometimes people don't believe this when they work in smaller companies. But at bigger companies, the same title earns more. A lot more. Here's the scale for US VPs: • $10M revenue/ Series A: TC $675K • $100M revenue/ Series E: TC: $750K • $500M revenue/ Series E: TC $750K • $1B revenue/ Small-Mid Cap: TC $950K • $100B revenue/ FAANG-like: TC > $2.15M Of course, not all $100M companies are created equally. That means not all $500K/year equity grants are created equally. Estimating company trajectory is a huge challenge (otherwise VCs wouldn't have to place so many bets). But the message is clear. Higher revenue and higher stage/valuation = higher earning potential. Factor 2 - Their Compensation Philosophy The chart shows the midpoints, but the variance is what's interesting. Here are 2 real offers from the last quarter we found for VPs in series C companies: 1. $400K base and $600K in equity = $1M TC 2. $225K base and $300K in equity = $525K TC That’s a TC difference of about 2x, or $475K per year. So the error bars on this chart are extremely wide and extremely relevant. Why such a variance if these companies have very similar compensation benchmarking data (Radford, Pave, Carta, etc.)? One word: Philosophy. Some companies will set out to offer at the 25th percentile of the market. Others will target the 80th percentile and try not to ever lose a top candidate over compensation. -- And within a company, there is more variance than even they are aware of. One executive recruiter said that "compensation bands are fairly tight for sub-CPO roles", but in my experience, offers vary by $100k-500k for similar levels depending on: • How you negotiate • Your unique attractiveness at that time • Where you live --- Compensation is far from everything, but you will want to reflect on your needs and long-term goals at work and in your life before you choose where to spend the next years of your career. Read the full Product and Tech leadership job search guides in the comments.
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23 Comments -
Adam G.
Through helping our founders with their initial hires, it's great to see mandating an in-person work culture and requiring relocation for candidates living in another city. Here's my hot-take on why an in-person work culture is best for company success: (1) The 'green dot' on Slack shows your online which doesn't equate to commitment. Inevitably, the people showing up everyday in-office start to question/resent those that do not. That resentment calcifies and erodes culture. (2) It's way faster to know if somebody is a good / bad fit for your company when seeing them everyday: conviction, temperament, camaraderie, effort, etc... (3) Before PMF is reached, communication and iteration amongst the team is crucial to accelerate this milestone. Insights and information are simply missed when not present. Curious if other founders agree and have seen any of these come to fruition through their in-person work culture....
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5 Comments -
Max Kolysh
Common founder hiring mistake #5: (most founders don’t think this applies to them) Failing to run structured interviews. Most founders think they’re great at interviewing. Chat with candidates, ask about their background, maybe throw in some tough technical questions. But without clear structure, interviews easily veer off course. You fail to systematically assess candidates on consistent criteria And your team asks disjointed questions based on what intrigues them, not what predicts performance. Suddenly you’re debating candidates without alignment on what good looks like. And critical factors get overlooked. Your new goal: Well-crafted interview plans. • Start by defining explicit evaluation criteria upfront for each interview stage. What specific skills or traits make a candidate successful in this role? • Then design focused questions that ladder up to those criteria. Dig into relevant experiences to determine if candidates meet your standards. • Share question bank, desired responses, rating guidelines and interview best practices with all interviewers. Make sure everyone assesses candidates the same way. • Take time to calibrate on what strong, medium and weak responses look like for key questions. Prevent bias by keeping evaluations evidence-based. With rigorous process, your team reaches alignment faster on quality of hire. And you avoid hot-take debates after missing key signals in interviews. P.S. Dover’s expert recruiters help our customers create interview plans based on best practices AND train the team on how to be amazing interviewers.
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1 Comment -
Derek Steer
CEOs know more about individual team members than most people realize. At Mode, I was mostly spending time with execs and didn’t get a ton of time with individual contributors. Now we’re hiring at Superframe, but only for individual contributor roles. So I’ve had a few conversations with people I didn’t get to know particularly well at Mode. And most of the time people ask: “what made you reach out to me?” The short answer is that the CEO hears way more about the high and low performers than most people realize. Execs love to talk about the highest performers on their team because it reflects well on them. It also happens that those people tend to get staffed on the most important projects or the hottest fires; they get put in places that make them more noticeable. Execs also love to talk about the things that would make them more successful, and new personnel is often at the top of their list. Sometimes that means new roles, but it often means replacing underperformers in existing roles. How much, exactly, does the CEO hear? I got updates from some leaders daily. They weren’t all given in an official context. If I had back to back meetings with someone, they might tell me how much their best team member is crushing it during the short break between those meetings. More than anything, it’s the frequency of short comments that really formed my opinion of team members. The thing that made the best people so good is that they showed up every day — it wasn’t one big win. Similarly, the under performers were a constant drag. If you want to stand out in a good way, there is a nearly foolproof way to make sure you do: have a great attitude. It’s too hard to be absolutely brilliant every day. Nobody is hitting grand slams every single day. But the best people are active, not passive. They solve problems rather than complaining about them. They lead by example in a way that you can do from any position in the org chart. And maybe they are smart or clever. Maybe their work product is a little bit better than everyone else’s. A smart person with a bad attitude — a brilliant jerk — gets mentioned to the CEO a lot, but not in a good way. Conventional startup wisdom suggests that those people be fired, not rewarded. It’s the people who go a little bit above and beyond and help their teammates do the same who stand out in a good way.
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2 Comments -
Andrew Wilkinson
The #1 question I get asked is: “How do I hire a CEO?” (How to hire, incentivize, and manage a CEO) I created a guide with all my learnings from hiring ~40+ CEOs and leaders across Tiny (and many epic fuck ups along the way). Topics I cover include: Is hiring a CEO the right choice for you? When to hire a CEO? How to find the right CEO? Should you invest in a recruiter? What to look for in your CEO? How to diligence candidates? How to ensure a culture fit? How to negotiate & structure compensation? How to transition from founder to owner? How to relinquish control? How to determine CEO success? When to replace the CEO? Book Recommendations * A cheatsheet is included with key points from all sections. Get my guide for free → https://bit.ly/4bSTeUY Enjoy!
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4 Comments -
Jared Kleinert
"Are you hiring?" I'm often asked this, but we are currently not hiring more people at Offsite. BUT, have no fear. If you're looking for a new job, especially one that's remote, check out the following resources. 1) Read Austin Belcak's blog, Cultivated Culture. I was fortunate to meet Austin pre-LinkedIn fame, and he is one of the most authentic content creators I know. He genuinely wants to help you and others find your dream jobs. He has *endless* free content on Cultivated Culture, and posts daily about how to land your dream job. Give him a follow and go to cultivatedculture. com 2) Check out Melissa Grabiner on LinkedIn. I don't know Melissa personally, but I've come to LOVE her posts. She offers interview coaching, resume reviews, and LinkedIn branding services...and has decades of recruiting and talent acquisition experience behind her work. 3) Check out Clara Ma and Ask a Chief of Staff if you're looking for a Chief of Staff role in the next few years, and/or if you're looking to *hire* a Chief of Staff. Clara is a friend, frequent co-host of happy hours and dinners, and investor in offsite. com ... so I can vouch for her wholeheartedly. I've met dozens of people IRL and hundreds online who have benefitted from her blog, online community, and services. It's "niche" to the Chief of Staff role, but if that's in your future, you MUST check out Ask A Chief of Staff. 4) Check out Remote's new jobs board. Remote(.)com/jobs lists thousands of remote jobs and is one of the newest major job boards... Meaning they are taking an innovative approach to making this awesome. Millions have already checked it out. You should, too! :) 5) Join the Moonhub 🚀 talent community. Disclosure - Moonhub happens to be a client of offsite. com, offering an AI-powered tool for recruiting top talent. And they didn't ask me to post this, but I happened to find this nifty resource and wanted to share... If you go to their homepage - moonhub(.)ai - and click "Join Talent Community" at the top, you can be considered for some of the jobs being posted by Moonhub's super high-growth clients like Thrive Global, Nooks, You.com, Metaview, and other startups backed by Tier 1 VC firms. - - - There you go! I wanted to give you intros and resources you may not know about... But where else are you finding success in the job search? And/or what other resources should people following this thread check out? Comment below! And repost so others can chime in and find value in their job search.... #remotejobs #remote #wfh #chiefofstaff #startupjobs
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17 Comments -
Henry Ward
I’m hiring a new Chief of Staff. In tech, a CoS can mean a lot of different things. For me it is two things. First, a person that gives me institutional grade leverage. Second, a person that can speak for me both inside Carta and outside. Many CoS’s have gone on to do incredible things like Matt Howland who after being my CoS became Carta’s General Manager of the captable business and subsequently a founder and now CPO/CTO of Cordial, Sumeet Gajri who became Carta’s Chief Strategy Officer and then Managing Director of Original Capital, and Jane Alexander who became Carta’s Chief Marketing Officer and now Partner at Capital G. Every chief of staff has brought their unique skills to leave a positive impact on me and on Carta. It is a hard gig. You will work my hours (which are a lot). You will do everything from deciding how to use my time to developing Carta strategy. You will be in every meeting I’m in, you will be involved in every decision I make, and you will see what it’s like to run Carta. You will see things you haven’t seen before, and if you’ve seen the press, it is not for the faint of heart. But if you do it, you will learn a ton, experience things most people never get to, and see the world in a whole new way. It is a three year tour of duty and then we try to place you in a leadership role somewhere within Carta. I’m posting this because I’d love to find a wonderful person to work with for the next three years. If you are interested please consider applying. For those that apply I’d like to ask you to submit two things. 1. Please submit a short answer (less than 600 words) to the following question. Last November I got a lot of negative press for sending a pre-emptive email to thousands of customers about upcoming negative press about my leadership style. The subsequent storyline was “Henry is terrible at PR and what an idiot for bringing more attention to negative stories???” They could be right. I could be an idiot. But for this question, assume I wasn’t. Assume that it was a calculated decision and, in hindsight, still a correct one. Why did I do it? Please write it in the form of a in memo to the Carta Board explaining why we made that decision and thought it was the right one. 2. Please submit a short video presentation (less than four mins) teaching me something I don’t know. It can be about anything. It can be a cooking lesson, a business lesson, a history lesson. I’ll give an example in the next comment. I know it is a big ask but hopefully not much more time than preparing for an interview. And it will give us a head start so that in the second round, instead of asking you questions, you get to come in and grill me. 🙂 If you are interested please apply through the posting below with your board letter and a link to your video; I'm excited to see it. Thank you for taking the time to read this. I’m super excited to hear from you. https://lnkd.in/gtmFfrjV
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114 Comments -
Dom Watson
6 Rules for Hiring the Right Person.. I read an excellent article by Henry Ward, CEO at Carta recently and thought that some of his thoughts on hiring were worth sharing (full article in the comments) 1. Hire for Strength vs Lack of Weakness 2. Hire for Trajectory vs Experience 3. Hire Doers vs Tellers 4. Hire Learners vs Experts 5. Hire Different vs Similar 6. Always Pass on Ego These insights are from an excellent article by Henry Ward, CEO at Carta (linkedin in the comments) 1. Hire for Strength, Not Lack of Weakness If you want a skilled financial professional, focus on specific strengths rather than a broad wish list of traits. Narrow down the problem, identify the necessary skill set, and pursue it relentlessly. The gist is, if you want a man - don’t ask for a man in finance, Trust Fund, 6ft 5”, Blue Eyes Instead go for 5ft 5” with an enormous trust fund 2. Hire for Trajectory vs Experience People with potential and excitement for the future are more valuable than those with just a wealth of experience. Use unbiased assessments to identify these traits. - Think TestGorilla 3. Hire Doers vs Tellers Evaluate candidates by having them complete tasks relevant to the job. Then when hired set realistic targets and ensure they are met early on. 4. Hire Learners vs Experts Continuous learning is vital. With rapid changes in technology and the rise of AI anyone not staying up to date will be left behind. Additionally "Skill-Fade" is real, the military re-tests and re-teaches basic skills every year. You need to learn and refresh what you already know. In fast-paced environments like startups, mandatory training is often lacking, so seek out candidates who actively maintain and update their skills. 5. Hire Different vs Similar Diversity goes beyond ethnicity or gender. Different skill sets and characteristics prevent redundancy and enhance team performance. The best startups have a Jobs and a Wozniak The A-Team has a Strongman, a Charmer, a Strategist and Wildcard Look for people who expand your culture, not just fit it. 6. Always Pass on Ego High egos can correlate with disruptive behaviour. Prioritise humility and collaboration. Which rule resonates most with you? Let me know in the comments!
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1 Comment -
Charlie Franklin
A standard approach to new hire equity for public tech companies is a new hire grant ~2x the refresh grant, followed by annual refreshes, all with 4-year standard vest. The problem with this approach is the big drop off in vesting in Year 5 — in effect, you’re signaling to employees that’s the time to leave. How can we avoid this cliff? A simple way to accomplish this goal is with the combination of a front-loaded new hire grant and ratable refreshes. The key drivers to make this program work are: Front-loading the NH grant — this helps eliminate the cliff in year 5 Reducing the NH grant multiple — this also reduces the cliff, and lowers total spend Moving to 3-year vests — this pulls more vesting value forward Notice this actually saves the company money too. When we lower our new hire multiple from 2.0x to 1.5x, should we be worried it’s less attractive to the candidate? I think no, for a very specific reason: people rationally discount future value. Check out my full post below. 👇 And this isn't the only solution - how else can you adapt your stock comp design to minimize cliffs? #compensation #totalrewards
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23 Comments -
Adam G.
This is a standard Amazon meeting invite. If you think this is too process oriented, please reconsider: - Early-stage companies are naturally entropic and have limited time to prove utility before ceasing to exist. The mere act of filling out this template reinforces whether you even need a meeting in the first place. Time management is everything - One-way vs. two-way door decisions. One-way decisions are company making/breaking because you can't easily reverse them. Founders often think only stereotypical big decisions are one-way. This is wrong. In aggregate, make a series of poorly thought-out two-way decisions and you can irreversibly set your company back. Limited runway = little margin of error - Critical vs. Additional attendees. Empower team members by letting them know they're critical for a decision. As a founder, it let's you quickly realize what can be delegated and where you still need full ownership. Sometimes a little bit of process can dramatically streamline how a business operates and ultimately the outcome
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2 Comments -
Manan Shah
Imagine you’re faced with a choice between two recruiting businesses launched 2 years ago — both generating $1 million in revenue and boasting $200k in EBITDA. Now, here’s the catch: you can invest in only one of them and you’re allowed to inquire about just one metric. Take a moment and think — what would that metric be? The metric I’d pick? Retention — specifically, the percentage of this year’s revenue coming from existing clients. That’s because achieving the gold standard of around 80% revenue retention places you in the top 10%ile of recruiting businesses. We looked at many such characteristics over journeys of thousands of customers to see what are the defining qualities of successful recruiting businesses that scale vs those that don’t! https://lnkd.in/ga4MWDe3
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Hari Raghavan
For product-minded eng people out there, our call to action is simple. People Ops software shapes the experience of talented people (due to performance management, compensation, mobility, etc) to an extraordinary extent... Not to mention building something amazing for managers and leaders to run their teams better. What if we could build something as delightful as Linear to shape this experience?
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1 Comment -
Libby Moyer
Prospecting skills over 9000. 👋 P.S. We're hiring a Sr SDR at Motion (Creative Analytics)! Interested? Or know anyone? Tag them below! 📌 About Motion Motion is growing fast (3x YoY), our product is sticky and we recently raised $12M in seed funding. But we’re just getting started and we need your help. We're at the forefront of developing a new software category that bridges the gap between performance marketers and creative teams, offering fast, visual reporting for Meta, TikTok, and YouTube ads. As an early member of our sales team, you will be looked upon to set the standard for what success looks like at Motion. Our Head of Business Development views our early hires as the future leaders of our company. 👀 About the role: Care deeply about personalized messaging, understand our personas, and solving challenging problems? This one's for you. - You will be directly responsible for driving net new revenue - Our marketing team has done an amazing job of generating inbound interest - You’ll manage the pre-sale customer journey with target accounts, from initial touchpoint to trial activation and adoption. - You’ll qualify target accounts that are a good fit to hand off to AEs - Deeply understand the problem we solve and who we solve it for so you can approach the right prospects as future partners to be collaborate with, not leads to close - The right person should be passionate about the impact a great top of pipeline sales team can have and you should be motivated to help drive a repeatable, revenue generating system vs. just seeing it as a stepping stone to an AE role 👋 Who you are: - You love the 0 to 1 phase of a start up company - You’ve previously thrived in a sales role and are excited to drive sales, motivated by targets, and find fulfilment in exceeding goals - You have experience and an intelligent approach to list building and personalized messaging (multi-threading, leveraging existing content, etc.) - You're a consultative and thoughtful salesperson who thrives on listening and building trust vs. just repeating sales scripts - Experience at a startup or SaaS sales role is highly valued and bonus points awarded to anyone with experience in selling ad-tech solutions 💙 What you’ll love about Motion: - Competitive compensation including commission and equity - Fully remote team with incredible off-sites and retreats - We’ve found product market fit but we’re still so early that you will have a major impact. - We’re a tech company with all the standard startup benefits: great vacation policies, health care, modern tech, home office budget etc. - Our team is very ambitious, super capable and low on egos - Our customers are some of the leading brands and agencies in D2C e-commerce
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