B3: When to Invest in Sales and Marketing During Hypergrowth, Steven Boone

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This document summarizes the key points about investing in sales and marketing at different stages of a company's growth. It discusses that at the seed stage, companies should focus on founder-led sales, one marketer, and partnering with other brands. At Series A, companies can hire 2-3 more marketers and initial sales hires while owning events. At Series B, companies can scale to 9 marketers and 14 salespeople while beginning geographic expansion. Later stages focus on scaling processes, alignment between leadership, and exploring new markets and distribution channels.

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This content is for informational purposes only and is not legal advice. Transmission and receipt of this information is not intended to create and does not constitute an attorney-client relationship with
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Today’s speaker
Steven Boone
VP of Revenue
Atrium

A better law firm for
high-growth companies

Trusted by hundreds of
innovative startups
*Testimonials and endorsements do not constitute a guarantee, warranty, or prediction regarding the outcome of your legal matter.

Private &
Confidential
Today’s discussion
How & when to invest in
sales & marketing
● Seed stage (First 10 or 20 employees)
● Series A (20-75 employees)
● Series B (75-200 employees)
● Later stage (200+ employees)
● Q&A

Private &
Confidential
Seed stage
(First 10 or 20 employees)

Private &
Confidential
Seed stage at Atrium
What we did well
● Founder-led sales
● One smart generalist marketer
● Content & events
● Attached ourselves to better
brands for free
If we could do it again
● Scaled customers slower
● P/M fit vs lots of friends
● Don’t over invest in what just a
few clients want

Private &
Confidential
Series A
20-75 employees

Private &
Confidential
Series A: When GTM, messaging, &
process are your limitations
Something is working or else you won’t have a Series A
- Messaging is resonating, now test (doesn’t mean spend money)
- Think about specialized roles & hires
- Define the distribution of how to buy your products
*You don’t want more money = higher expectations

Private &
Confidential
What we did well
● 2 more marketing generalist
● First & second sales hire
● Owned events - #1 channel
● Content & webinar took off
● Inverted 80/20 referrals --> true
marketing effort
If we could do it again
● Too many team builders too
soon
● Too junior on sales
● Be more thoughtful about ops
● Cheated on GTM - gave away
too much
Series A at Atrium

Private &
Confidential
Series B
75-200 employees

Private &
Confidential
Series B: When time, money,
& talent are your limitations
More of the same but higher caliber
- First geo expansion
- Scaling sales team
- Repeatable marketing programs
*Should be able to answer “If given $1M, what would you spend it on”

Private &
Confidential
What we did well
● 9 marketers & 14 sales
● Geo expansion began
● Formal partnership
● PR brought in-house
● Real comp plans, terrories
If we could do it again
● Need those who have seen the
movie before
● Hire VPs earlier
● Product marketing sooner
● Trigger shy on spending
Series B at Atrium

Private &
Confidential
Later stage
200+ employees

Private &
Confidential
Later stage: When scaling, alignment,
& process are your limitations
When direct sales has less influence
- Next product to sell
- Next market to expand
- Next selling strategy
- Next vertical
- Next geo
And when alignment between senior leadership is more important than ever

Private &
Confidential
Atrium of the future
Next country vs region
New distribution channels (freemium, pay for product vs just service)
10% → 40% channel partnerships
Goals & quarterly planning really matters
Takes real effort to stay connected to IC or non direct reports → when you
start to hear “ There’s not a lot of transparency”

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This document outlines Intercorp's purpose of making Peru the best place to raise a family in Latin America. It also describes the process for developing "Beacons", which are projects that meet unmet user needs, have high potential to transform the organization, and cannot succeed without organizational transformation. The Beacon development process involves committing to a Beacon, discovering user needs, prototyping solutions in alpha testing, scaling a working version in beta testing, and broadly launching the Beacon for optimization.

B6: Leading Innovation and Building Better Lives: Intercorp Latin America, Ed...

Lean Startup Co.

B4: The Road to Startup Success is Paved in Pivots, Kate Skavish

Lean Startup Co.

This document discusses various types of pivots that companies can make when needed to change direction, using examples from companies like Animatron, WorldStream, Dropbox, HubSpot, Pinterest, Canva, Android, Salesforce, and Amazon. It defines a pivot as when a company ditches its original product offering and changes direction. Some specific pivots discussed are customer use pivots, zoom-in pivots, business model pivots, channel pivots, value capture pivots, technology pivots, platform pivots, and zoom-out pivots. The document provides guidance on when certain pivots may be needed based on metrics like customer churn and happiness.

F5: Creating a Culture of Experimentation: the Mozilla Story, Matthew Grimes,...

Lean Startup Co.

Mozilla created a Culture of Experimentation to empower employees to experiment across all roles. They started small projects to test ideas quickly, learn from failures, and iterate. This has led to successful products that improved privacy and security for millions of users, with no negative impact on the business. The Culture of Experimentation aims to make reasoned experimentation and risk-taking the norm at Mozilla.

C5: The Innovation Decision Tree: Creating Pathways to Advance Innovation, Ed...

Lean Startup Co.

C4: Lean Approaches to Fundraising and How to Optimize Your Donation Page, Br...

Lean Startup Co.

This document provides an overview of lean approaches to fundraising and optimizing donation pages. It discusses using empirical testing and data to improve fundraising efforts. The presenter draws from the world's largest online fundraising experiment library to illustrate concepts like priming donors through various channels before asking for donations. Understanding donor psychology and decision-making is key to optimizing elements like a clear call to action and strong value proposition on the donation page. Nonprofits are encouraged to test different page designs and language to increase donations and conversions.

B2: The Reality of Running a Startup Inside a Large Organization, Nicole Turn...

Lean Startup Co.

This document discusses an innovation strategy at Procter & Gamble that focuses on taking an entrepreneurial approach to building brands in new ways. It emphasizes deeply understanding consumer problems, measuring real-time behavior through digital learning, and quickly translating insights into solutions to grow businesses. The document outlines the development of a direct-to-consumer product called Tooth Fairy in a Box, which aims to improve children's oral health in a fun way for parents. It describes testing the product and business model through 80 landing page tests, and the five key changes made to boost conversion rates and make the initiative viable.

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