20Sales: How to Build Vertical Sales Teams, Why No Customer Success is BS and Everyone Needs it, How to Hire, Train and Retain the First Reps and Lessons Scaling to $2.1BN Revenue and 1,300 People with Larry Schurtz, CRO @ Genesys

Larry Shurtz is the Chief Sales Officer at Genesys where he oversees the company’s global go-to-market strategies, including commercial activities, field sales and partner ecosystem operations. Larry has nearly three decades of experience in the software industry, from leading Confluent to delivering more than 60% revenue growth and doubling customer count as Chief Revenue Officer, to scaling a 1,300-person team at Salesforce to $2.1 billion in revenue. In Today’s Episode with Larry Shurtz We Discuss: 1.

From Robotics Student to $2.1BN Sales Leader at Salesforce 2. •

How did Larry lead 1300 people to $2.1 billion revenue at Salesforce? What were his takeaways? • •

What did Larry learn about building vertical sales playbooks at Salesforce? • •

Which framework did Larry learn at Salesforce that he still uses at Genesys? • 1.

Mastering Sales Leadership 2. •

What are the biggest mistakes sales leaders make on prioritization today? • •

What are Larry’s “3 Rs” to master prioritization? • •

What does Larry think are the most common reasons fast-scaling teams break in sales? • •

Has Larry ever caused bad culture in a sales team? What did he learn from the experience? • •

Does Larry think sales is more art or science? How does Larry blend the two? • 1.

Building the Best Sales Team 2. •

How does Larry structure the hiring process for a new sales hire? • •

How big should your recruitment team be? • •

What are Larry’s most commonly asked questions when interviewing? • •

What were Larry’s biggest hiring mistakes? What did he learn from them? • •

How does Larry structure the comp? How does he get it right? What do most new hires care about today? • 1.

The Onboarding: The Dos & Don’ts 2. •

How does Larry structure the onboarding process? • •

Why does Larry onboard new hires with big customers? What is the buddy system? • •

How does Larry tell if a new hire is bad? What are the biggest red flags to look out for? • •

What does Larry mean when he says “You can make all the physical errors, you cannot make mental errors?” • •

Does Larry agree with Max Levchin @ Affirm that “When there’s doubt, there’s no doubt?” •