This is literally the job that you're signing up for is a sales job. So, man, let's get good at it and, of course, bring on help.

Like, I talk to very, very early stage founders about it all the time that this is literally the job that you're signing up for is a sales job.

5:58 / 6:46

the folks to come work with them. They're selling a product. They're selling investors. Right? It's never ending. And I think that message bears repeating. Like, I talk to very, very early stage founders about it all the time that this is literally the job that you're signing up for is a sales job. So, man, let's get good at it and, of course, bring on help. And that kinda leads to some of the questions that were submitted before this. One of the general themes was, like, how do I define our founding go to market role and how do I evaluate what should come first? And, Magda, I know that's a question that you hear often. Where do you start that conversation with founders?

Yeah. So the conversation starts actually where we started, which is my first question is gonna be, what's your product? Who's your buyer? How are you selling today? What's the motion that you're looking to build? And I think all of that matters into

Why this clip

Direct, actionable advice that reframes the founder's role. The emphatic language ('literally the job') and call to action ('let's get good at it') make it highly quotable and shareable.

5:58 - 6:4648sPractical Framework

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What they said next

It's not just attainment, but then it's also where did you rank against other sellers? Maybe 70% of that team was above 100%, but they're in the bottom quartile of everybody else.

17:58 - 36s · Business Mechanics

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