Anyone who has led a global sales team knows this exact math, and anyone who hasn't will eventually learn it the hard way, usually through the resignation of a good rep who got tired of being the one who always dialed in at midnight.
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My career has taken me to more than fifty countries at this point, and the pattern is remarkably consistent: companies treat market entry as a headcount decision when it is actually a hypothesis that hasn't been tested yet.
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There's a moment in every deal that almost no one designs. The contract is signed, the sales team rings the bell, and the customer — who has just spent real money on a promise — is quietly passed to whoever happens to handle “onboarding.” That handoff is where loyalty is won or lost, and most companies treat it as an afterthought.
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The principle is simple: when you sell less time, you charge a higher rate per hour. When a client commits to more time, the per-hour rate goes down, but the total compensation goes up.
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Every sales rep who has ever worked with me will quote you one of my favorite sayings: “do not discount.” I mean it. Discounting feels generous in the moment, and as consumers we love it. As sellers, we should be very careful with it.
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Every few weeks a founder or owner asks me some version of the same question: “Do I need a CRO, a CCO, or a CXO — and what's the actual difference?” It's a fair question. The titles have multiplied faster than anyone's ability to keep them straight, and hiring the wrong one is an expensive way to find out you misread the problem.
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Most sales-leadership problems come down to one of three needs: you need advice on what to fix, you need to hire someone permanently, or you need someone to actually lead sales right now.
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Vendux is one of the options listed. We've worked hard to describe every other provider fairly, because a comparison you can't trust is one that helps no one. Where Vendux is genuinely the better fit, we say so; where another firm is, we say that too.
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There is a mystique around pricing, especially for executives who have never been involved in setting a price. Most of us spent careers selling somebody else’s product or service at somebody else’s rate. Now we are the product, and the room goes quiet.
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Every salesperson on LinkedIn was President’s Club. Every resume shows quotas exceeded, records broken, number one on the team. But in a thirty-year career, nobody was at the top for thirty years in a row.
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