Sign In

Aaron Hund

Founding Enterprise Account Executive at TeamOhana

Aaron Hund is a highly experienced Founding Enterprise Account Executive with a strong background in sales, particularly in early-stage startup environment and scaling through various funding rounds.

Throughout his career, Aaron has demonstrated expertise in Headcount Management, fostering collaboration between Finance, Talent, HR, and Hiring Managers to drive organizational success.

Beyond his professional endeavors, Aaron is an avid enthusiast of extreme sports such as skateboarding, snowboarding, wakeboarding, surfing, and cycling, including tackling San Francisco's challenging terrain of Hills and Traffic.

Aaron has a passion for music production and enjoys experimenting in Ableton across various genres like R&B, Jazz, Hip-hop, Rap, and Classical, as well as bossanova.

He also has a notable affinity for pets, identifying as both a cat and a dog person.

Aaron Hund holds a Bachelor of Business Administration (B.B.A.) in International Business from the University of the Pacific and has also studied French Language and Literature at Universit de Pau et des Pays de l'Adour.

In his extensive professional journey, Aaron has held pivotal roles at organizations including TeamOhana, Airbase, Split, Goyette & Associates, Inc., Eberhardt Student Investment Fund, and University of the Pacific, showcasing his diverse skill set and adaptability.

Highlights

Dec 7 · linkedin

I recently listened to an episode of "Run the Numbers with CJ Gustafson featuring Gusto's Rohit D. that I really enjoyed, in particular, the section about headcount planning (Linked at the bottom). One of the key takeaways I got from it was that there are primarily 3 approaches to headcount planning:

  1. Ad hoc: plan as you need -- value being it is low maintenance, cost being it lacks visibility and control.

  2. Roster-based: listing out roles that are needed to hit goals -- value being that this drives to more specific, planned outcomes, cost being that making inevitable changes (things like start date, compensation, level, location) have to be routed for approval. It lacks instant flexibility.

  3. Dollar-based: Assigning a budget by department, associated with a number of heads not to exceed, and factoring in a run rate number -- The value of this is that it offers a ton of specificity paired with flexibility. As long as you stay within those 3 parameters, you can change the things listed in the second bullet point as you need, no need for approval. So your plan can change as fast as your needs. The cost is that maintaining this type of model for accurate forecasting takes time to review and update. Yes, leaders can make changes, but the changes need to be accounted for and communicated back to the finance and talent teams. This requires a robust team and a commitment of time to get right.

Validation that this third point is the gold standard got me really excited. Having this type of plan was once something that needed to be built out and maintained internally. That said, if you want this, and either don't want to build it and maintain it or don't have the resources to -- TeamOhana offers a turnkey solution to this philosophy of headcount planning.

Ultimately, the purpose of any software solution is to do something better, faster, more efficiently, or more effectively. TeamOhana accomplishes all of these points for headcount planning and management.

Aaron Hund
Add to my network

Location

United States