Jeanne DeWitt Grosser is Head of Americas Revenue & Growth @ Stripe. In this role, Jeanne is responsible for all sales functions across the region including Sales Development, AEs, Solutions Architects, and many more. Jeanne also continues to spearhead Stripe's Enterprise strategy. Prior to this role, Jeanne was Stripe's Head of North America Sales where she built out Stripe's Acquisition Sales teams. Pre-Stripe, Jeanne was CRO @ Dialpad and also spent many years at Google in numerous different roles including most recently as Director of GSuite SMB & Mid-Market Sales, North America and LATAM. In Today’s Episode with Jeanne DeWitt Grosser You Will Learn: 1.) Entry into Sales: How did Jeanne make her way into her first sales job in tech? What did Jeanne learn from her many years at Google about how sales should interact with engineering? In hindsight, what would Jeanne have done differently/improved from her time with Dialpad? How did the role with Stripe come about? 2.) The Playbook: Does the founder need to be the one to create the sales playbook? When is the right time to bring in the first sales hire? Should they be a sales leader or rep? How does both the playbook and the type of sales hire change when hiring for a product-led-growth motion vs a traditional enterprise motion? What are the single biggest mistakes founders make when hiring their first in sales? 3.) The Hiring Process: How should founders structure the hiring process for their first sales hires? What did Dialpad do in the sales hiring process that worked well? How has Jeanne taken that to her hiring process at Stripe? What should be achieved or learned in each consecutive interview? How can founders use sales case studies most effectively? How can founders know if sales candidates truly have a strong grasp of the product? What are early signs of a 10x sales hire? What are red flags to look out for in the process? 4.) Sales Onboarding: What does the ideal onboarding process look like for new sales hires? What tasks and duties should all sales hires perform in the first 60 days? What are early signs that a new hire is not performing to the right standard? How does the first few months differ for sales reps when comparing a product-led-growth company to an enterprise company? What should sales leaders do to ensure that new hires engage with product and customer success efficiently?

Scott Dietzen is Vice Chairman of the Board of Pure Storage and served as the Company’s CEO from 2010 to 2017. Under his leadership, Pure grew to thousands of employees and completed an IPO in 2015. Dietzen is a four-time successful entrepreneur with WebLogic, Zimbra, and Transarc. Before Pure, he was President and CTO of Zimbra (now part of VMware), but originally acquired by Yahoo!, where Dietzen served as interim SVP of Communications and Communities. Prior to Zimbra, Dietzen was CTO of BEA Systems, where he helped craft the technology and business strategy for WebLogic that drove BEA from $61m in annual revenues prior to the WebLogic acquisition to over $1B. In Today’s Episode with Scott Dietzen You Will Learn: 1.) The Journey to Pure Storage CEO: How did Scott make his way into the world of tech and startups? What was the hardest element of making the transition from CTO to CEO? What advice would Scott give to more technical leaders looking to make the move to CEO? Where do so many make mistakes? 2.) How To Build Trust in a Team: What are the most important ways that leaders can build trust with their teams? How can leaders be honest and share the hard truths without damaging role? What is the right tone to communicate both the big wins and big losses? Why does Scott always believe the losses teach more? How does Scott approach post-mortems? 3.) The Biggest Mistakes Founders Make: What are the single biggest hiring mistakes that founders make? What are the single biggest firing mistakes executives make? Why should founders sometimes say no to customers? How should founders approach investor selection and valuation for rounds? 4.) How to Optimise a Board: What specifically can founders do to optimise their board? What are the biggest errors founders make when communicating with their board? What is the value per word framework? How does it tell which board member is the best? Item’s Mentioned In Today’s Episode with Scott Dietzen Scott’s Favourite Book: The 22 Immutable Laws Of Marketing