{"id":474,"date":"2025-01-13T17:45:37","date_gmt":"2025-01-13T18:45:37","guid":{"rendered":"https:\/\/howtobigisland.com\/?p=474"},"modified":"2025-01-21T16:29:31","modified_gmt":"2025-01-21T16:29:31","slug":"the-5-phase-framework-that-grew-outreach-from-0-to-230m-arr","status":"publish","type":"post","link":"https:\/\/howtobigisland.com\/index.php\/2025\/01\/13\/the-5-phase-framework-that-grew-outreach-from-0-to-230m-arr\/","title":{"rendered":"The 5-phase framework that grew Outreach from $0 to $230M ARR"},"content":{"rendered":"
Hello and welcome to The GTM Newsletter by GTMnow <\/strong>\u2013 read by 50,000+ to scale their companies and careers. GTMnow shares insight around the go-to-market strategies responsible for explosive company growth. GTMnow highlights the strategies, along with the stories from the top 1% of GTM executives, VCs, and founders behind these strategies and companies.<\/em><\/p>\n Mark Kosoglow<\/a> was Outreach\u2019s very first employee.<\/p>\n He played a pivotal role in driving the company\u2019s growth from $0 to $230 million in ARR. Over the years, he built and scaled a world-class sales organization, creating a team that generated hundreds of millions in revenue.<\/p>\n This success was underpinned by five distinct phases of growth, each requiring a unique type of sales leader and leadership approach.<\/p>\n These phases highlight the evolving traits and responsibilities a sales leader must adopt to match an organization\u2019s growth trajectory.<\/p>\n \u00a0<\/p>\n<\/figure>\n<\/div>\n In those scrappy early days, the first sales hire sets the tone for your entire go-to-market engine.<\/p>\n This initial \u201cdoer\u201d isn\u2019t just another rep, they\u2019re the foundation on which you\u2019ll build momentum. Finding someone with an unwavering drive and a network to kickstart that first high-caliber team. Grit, passion, and relentless belief are all important at this stage.<\/p>\n Mark\u2019s advice? \u201cIf your first hire can\u2019t hire their first team of people they know, they shouldn\u2019t be your first sales hire unless you\u2019re just hiring a seller.\u201d<\/em><\/p>\n<\/blockquote>\n With that initial team humming, it\u2019s time for the \u201cbuilder\u201d phase \u2013 developing those critical sales processes and fostering a winning culture.<\/p>\n It\u2019s important to avoid the common pitfall of hiring reps before having enough pipeline. Instead, push them a couple deals more than their threshold, and then hire another rep into the pipeline. For Outreach, that threshold was 25 deals.<\/p>\n Reaching around $10 million ARR, most startups face a pivotal crossroads: do you hire ahead of demand to fuel future growth or risk being perpetually understaffed?<\/p>\n That\u2019s when you go from being a builder to a doctor. In this phase, the \u201cdoctor\u201d leader must diagnose organizational constraints and prescribe proactive solutions \u2013 primarily by hiring for future capacity.<\/p>\n Meaning, hire ahead to create capacity, then build demand to fill it.<\/p>\n This is often the opposite of what you do up this point, where you\u2019re building pipeline first.<\/p>\n Outreach went to around $25M under this stage.<\/p>\n With that capacity in place, it\u2019s time to evolve into the \u201carchitect\u201d \u2013 the visionary responsible for designing and scaling the sales organization itself.<\/p>\n As Mark puts it, \u201cYou\u2019re no longer looking at the plans and building. You\u2019re the one that\u2019s responsible for the blueprints.\u201d<\/em><\/p>\n<\/blockquote>\n This phase is about hiring second-line leaders\u2014directors and VPs\u2014who can carry the cultural torch while managing their own high-performing teams.<\/p>\n Culture becomes the engine. Each segment, whether SMB, mid-market, or enterprise, has its own nuances, but they all share a familiar core. The goal is fostering an organization filled with second-line leaders that can create their version of your culture, but it still feels good.<\/p>\n As the organization matures, the leader must become a \u201ccommunicator,\u201d aligning cross-functional teams around strategic priorities\u2014especially when moving into new markets or upmarket opportunities.<\/p>\n This phase is the most transformational. This phase requires a leader who can articulate a clear vision, rally support across departments, and communicate the why behind strategic shifts. It\u2019s about changing the company\u2019s DNA, not just the sales team\u2019s approach.<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n<\/figure>\n<\/div>\n At GTMfund, we\u2019re deeply committed to helping our portfolio companies build world-class teams. To date, we\u2019ve facilitated over 1,000 candidate introductions, resulting in many pivotal hires. To scale this support and extend it beyond our portfolio to the broader SaaS ecosystem, we\u2019ve partnered with Pursuit<\/a> \u2013 a leader in go-to-market talent acquisition. This partnership enables companies to access top-tier talent on a non-retainer basis, ensuring flexibility and quality without unnecessary overhead.<\/p>\n
\n<\/div>\nThe 5-phase framework that grew Outreach from $0 to $230M ARR<\/strong><\/h2>\n
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[Phase 1: The Doer] Hiring the first salesperson<\/strong><\/h3>\n
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[Phase 2: The Builder] Establishing sales processes and culture<\/h2>\n
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[Phase 3: The Doctor] Hiring for capacity<\/h2>\n
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[Phase 4: The Architect] Building the sales organization<\/h2>\n
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[Phase 5: The Communicator] Aligning for strategic change<\/h2>\n
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