Time and again, I meet start-ups that give me a hesitant answer to the question: "Who actually does sales at your company? "I do," is a common answer, "but we want to hire someone who can do it properly." This answer may be honest, but unfortunately it's not a 10/10.
Sales is the backbone of every company. Even the best product is useless without paying customers.
Especially in the start-up phase, sales is therefore not a task that can be delegated - it is a matter for the boss. I look for start-ups where at least one person shouts a clear "Me!" when asked about sales.
Why? Why should at least one member of the founding team be personally active in sales in the first few months (or years)? And what are the arguments against handing over this task early on?
1. sales creates market proximity
In the initial phase, there are often still many unknowns:
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- Who is really willing to pay for the product?
- Which problems does it solve most effectively?
- Which formulations work in a pitch?
These answers are not found in a quiet room, but in direct dialogue with customers. Founders who sell themselves receive valuable first-hand feedback. This allows you to learn what the market needs - and develop your product or business model accordingly.
2. convincing credibility and passion
No salesperson can present the product as passionately as the founder themselves. And that helps a lot in attracting the first customers.
Early adopters in particular - i.e. the first customers - often buy not only the product, but also the vision behind it. When the management appears in sales, it is signalling: "We personally stand behind what we do." This creates trust - especially in B2B environments where relationships count.
3. product-market fit is a sales topic
The Product-Market-Fit is the decisive milestone for every start-up. Sales is the most effective tool for finding this fit. Those who speak directly with customers recognise stumbling blocks early on, formulate the Value Proposition clearer and understands the true pain points of the target group. And the speed at which a start-up achieves product-market fit is very important.
4. shaping the culture of the entire company
When management not only promotes sales, but also sets an example, this has a lasting impact on the corporate culture. Sales is then not seen as a necessary evil, but as a central component of the corporate strategy. This motivates future sales teams - and prevents an "us vs. sales" mindset from developing.
5 The right basis for scalable sales
Those who set up their own sales organisation know better later on who to hire and which processes work. Hiring external sales teams early on without knowing your own sales DNA often leads to costly mistakes. It is also by no means easy to hire good salespeople. The founding role in sales creates a solid foundation for later scaling.
Conclusion: Sales is a matter for the boss in the early phase of a start-up - and will remain so to a certain extent later on
Of course, sales must be professionalised and scaled in the long term. But in the initial phase, it is a decisive lever that should not be delegated. Founders and managing directors who sell themselves make better decisions, create trust and lay the foundation for sustainable growth.
In short: Those who do not sell themselves are giving away the most important learning field in the company.
Do you want to show that you take sales seriously - and put yourself on the front line? Then apply now for the free Open Pitch and present your idea!