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Stephen Robinson

National Sales Director at Cheddar

Stephen Robinson is a seasoned professional with a background in enterprise B2B sales and partnerships. He specializes in brand development, product management, and scaling strategies. Stephen studied Finance and Real Estate, obtaining a Bachelor's degree from the University of Missouri Trulaske College of Business.

Throughout his career, Stephen has held key roles in various organizations, showcasing his expertise and leadership. He has served as a Partner at Founders Fund, CRO at Brex, Founder and CEO of Blond Consulting Inc, VP Sales at Zenefits, as well as in several sales positions at EchoSign.

Highlights

Jun 26 · linkedin

Startups shouldn’t use recruiting agencies to hire sales reps. Here’s why:

Founders and sales leaders regularly ask me “which recruiting firm(s) do you recommend to find our early AE’s?”

When I ask why they want to use an agency over doing the recruiting themselves, 2 themes emerge: 1) founders generally don’t have sales backgrounds or sales networks. Leveraging an “expert” in recruiting salespeople will produce better candidates and hires. 2) using an agency will save time.

My experience is the opposite with both.

Candidate quality: When I joined Brex there were 2 sales reps. Both had been in-network hires from our CFO who had brought 2 of the best sales reps from SoFi with him. I hired the next several reps from my personal network - all top performers at their respective companies. And those hires brought the other top reps from their previous companies with them. While there are exceptions to the rule, the best salespeople do not use recruiting agencies to join a new company. They want to go somewhere their reputation precedes them and they trust the people and company they’re joining. Accordingly - the population of candidates joining companies through in-network referrals are better candidates/performers than the population of candidates joining companies through recruiting agencies.

Time savings: Onboarding to a recruiting agency takes time. You have to define the profile, create a job description, and sell the recruiters on your business so they’re able to sell candidates. You then receive a batch of resumes. Every resume says something like: top 10% on the team, 160% to quota, presidents club every year, closed the most revenue in company history, etc. So you start taking interviews. All the candidates seem pretty good. Some better than others. You progress some candidates to spend more time with them and meet the rest of the team. You start doing some references on a few of them. Ultimately make and negotiate a few offers. Finally someone(s) accept an offer to join the company as a complete unknown who was placed by a recruiter who was paid to place them. This process takes weeks to months from start to finish and countless hours of onboarding, interviews, reference calls, etc.

You ultimately produce lower quality hires and spend more time in the recruiting process when working with an agency than doing the recruiting yourself.

Sep 11 · linkedin

The days of work-life balance at startups are over. Here is how to get people working hard again:

This post might be controversial. It shouldn’t be. Startups are hard. The most successful tech companies were built by people working long hours as a competitive advantage. Yet somehow sub 40 hour work weeks, I would argue the bare minimum a startup employee should expect to work, have become the norm under the guise of work-life balance.

How did we get here?

Pre-Covid everyone was in the office. It was obvious when people were coming in, leaving, hustling, etc. Then everyone went remote. The crazy macro of 2020-2022 created an environment where employees, especially those in sales, could work half as hard and make twice as much $. No one cared because everyone was hitting quota, companies were crushing revenue targets, valuations were increasing. About 18 months ago the macro changed. People stopped making twice as much $, but kept working half as hard. Many are still remote. Companies trying to come back in office hear things like: “I’m willing to come in the office 3 days a week, but no more.” Enough already. We have to get back to working hard. Here is how I would approach this at my startup:

Caveat: you need to create a positive environment where people want to work hard. Celebrate the wins, pay people well, etc. This is table stakes. That’s not enough, though. People still like “working” from the beach.

  1. Working hard should be ingrained in your culture. This starts with the interview process. Set the expectation you’re working on building one of the biggest tech companies ever and if we’re going to be successful, it’s going to require a lot of hard work. This means we work long hours. That’s not for everyone, and if it’s not for you that’s totally fine, but we want to set this expectation upfront.

Positively reinforce hard work. Recognize people who are setting the bar here. Make effort one of the criteria for people receiving promotions (obviously not the only or primary criteria). IC's emulate their leaders. Leaders need to work hard.

  1. Understand how people, especially the bottom half of performers, are spending their time. This is easy to do in sales where performance is objective. Anyone on the bottom half of the team is below average. In weekly 1:1’s managers should be figuring out why the person is below average and what needs to happen to pull them up. Look at calendars. Ask how people are spending their time outside of their customer calls. See if it adds up. If you have someone who is a below average performer and is also not putting in the effort, you should part ways with them. These people are negative value for the business because they are lowering the bar. This sounds like micromanagement, and maybe it is, but especially if you have employees working from home and underperforming, it should be the new norm.
Stephen Robinson
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New York, New York, United States