As a SaaS founder, you’ll often wear many hats as you face a constant barrage of business-critical decisions. But when it comes to GtM hiring, there’s often no room for error in any decision you make. The right hire can propel the growth of your startup, but the wrong one can be a million dollar mistake.  

Here are three common mistakes we have seen founders make in the interview process, and how you can avoid them. 


(1) Organizing the Process


Failing to prepare a well-structured interview process will have significant downsides.  First, it hinders your ability to effectively assess candidates, potentially leading you to overlook top talent.  Second, a disorganized interview creates a negative candidate experience. This can lead to increased candidate drop-outs and a damaged brand – a critical factor in attracting A-players in today's competitive market.


One size doesn't fit all! A key consideration is tailoring your interview process to the specific region you're recruiting for. For example, the typical interview process in the US is significantly shorter than in EMEA. US start-ups often carry out 3-4 interview stages, while vendors in EMEA might have 5 or more. Expecting a US candidate to navigate a lengthy EMEA-style process could discourage them from pursuing the opportunity.


To ensure a smooth and efficient interview experience, follow these essential planning steps:


Define the Stages: Determine the number of interview stages involved, and clearly outline the purpose and expectations for each.

Assemble Your Team: Identify the individuals who will be part of the interview process and assign them clear roles.

Align and Train: Clearly communicate your team's responsibilities and how they relate to the specific region you're recruiting for. Establish a shared understanding of the essential qualities and qualifications you look for in candidates.

 

(2) Being Prepared to “Sell” Your Startup

 

Top candidates, particularly A-players, will often turn the tables during interviews. While you are assessing their fit for the role, they’re also qualifying your company culture, leadership, potential etc. Being unable to answer their questions is an indicator of poor preparation, so be ready to deliver insightful answers (with data!) on key topic areas such as:

Market opportunity (TAM) - Quantify the total addressable market (TAM) to showcase the company's growth potential.

Financial runway - Discuss your funding status, profitability metrics, future fundraising plans, and current runway. 

Product Market Fit (ARR & current customers) - Highlight your annual recurring revenue (ARR) and provide details about notable customers.
 
Team structure and support functions - Explain your team's structure, including key roles, and mention any support functions (e.g., SDRs, Presales etc.). 

Product roadmap and vision - Deep dive into your product roadmap, highlighting upcoming features and future vision. This allows A-players to see where their skills can contribute and if the product aligns with their interests.

By being prepared to address these critical areas, you'll answer their key questions and showcase your company's strengths and vision, making you a more attractive employer to A* candidates.


(3) Asking the Wrong Questions
 

Asking the wrong questions can prevent you from properly evaluating the candidate, leading to time being wasted with further interview steps that could have been avoided. Conversely, asking intentional, well-thought-out questions serves as a window into the candidate’s capabilities, providing you with insights into their skills, values, and motivations. 

Effective interviewing is an art of listening. To truly understand a candidate, interviewers should aim to speak no more than 20% of the time, use open-ended questions to encourage detailed responses, and ask follow-up questions to delve deeper into specific areas. Determining the right questions hinges on clearly defining the ideal candidate profile and prioritizing essential qualifications over desirable ones.

For example, if hiring a rep with a MEDDIC background is a non-negotiable, ask questions like:
 

  • Describe the metrics in your PG funnel (e.g., VITOs to Calls to Meetings to Opportunities to Closed Won).
     
  • Walk me through your process for champion identification, education, testing, and use. Could you provide a specific example?
     
  • What is your strategy for prospecting new business? (Pay attention to whether they rely on self-prospecting or others.)


Executing a GTM hiring process well is even more crucial when it is an early hire. By diligently addressing these common interview pitfalls and implementing a strategic hiring process, you'll not only secure top-tier GTM talent, but also establish a strong foundation for your startup's long-term success.