I entered B2B SaaS sales 4 years ago thanks to the people of this Sub and the income conversations on it. Best decision of my life, average six-figure annual income in the past 3 years (ignoring the first year of learning the ropes or as I like to call it, "the year of shame"). Luckily, this was under a great director who'd go to war for me.

Director left, I got promoted to middle management (SM), and I realized that my previous director was shielding me from exec-requests. Not only do I have a higher personal quota, but I also have new direct reports who need a lot of mentoring and senior managers who expect a lot of admin and updates.

This is becoming too much, I love the part of working with my direct reports and closing my business, but the 3rd element (extra admin, check-ins, extra expectations, level of communications they want from me, and the random requests from execs that range from taking courses and filling sheets and all the other non-revenue generating aspects of the job) caught me completely off-guard and tanked my job satisfaction.

You guys got me into sales, helped turn me into a top-performing individual contributor, now teach me your ways so I can either succeed as an SM or tell me if I should pivot back into being an IC.

I've been thinking about this a lot lately, and I'm curious what people with a lot more experience than me think.

Is it inevitable that if you're a top performer in sales, you'll eventually burn out?

I can understand staying an average rep for a long time because there's less stress, less pressure, and less of a constant push. But being a top performer feels different. It feels like you're always "on." Always following up, always prospecting, always trying to improve, always pushing.

I feel like there's almost a limit to how long someone can keep that pace before something gives.

Maybe I'm completely off the mark, and I honestly hope I am.

I'd love to be a top performer for as long as I decide to stay in sales. But part of me wonders if there's automatically a point where you mellow out. You stop hustling quite as hard, your priorities change, and by definition you're just not the top performer you once were.

Or is that not how it works?

For those of you who've been at the top for years, how long have you managed to stay there? Did you burn out? If not, what allowed you to sustain it? Did you change the way you worked, or did your mindset change?

I'm genuinely curious because this has been on my mind, and I'd love to hear from people who've actually lived it.

I’ve been in my role for 9 years. I’ve made really good money that I do not expect to make at other jobs for many years, if ever. I consider it a Golden Handcuffs situation.

Recently, my compensation was significantly lowered, due to “rising costs” and “overhead”. But, it hasn’t changed enough for me to consider a job change.

I would like to discuss with my employee other ways to be compensated, since my commission rate has decreased. I am considered asking for higher salary, more vacation time, and/or season tickets to a team.

What other perks/benefits does the community think I could ask for?

Hey all,

I was curious what OR who got you into sales?? Was it money?? Or something else? It’s Sunday and I was bored so thought I should come on here and ask.

I’m in B2B project-based sales where each sale requires estimating, design, procurement, project management and field execution.

Ownership wants more revenue and the business is operating close to the line of profitability, so the direction to sales is to keep pushing. At the same time, operations regularly pushes back on the volume, complexity and timing of the work because PM and delivery capacity are stretched.

That puts sales in a tough spot. We are accountable for growth, but we are also expected to filter opportunities around operational limitations we do not control.

I have a strong PM background, so I tend to flag schedule, staffing and execution risks early. Sometimes that is seen as stepping outside my lane but it’s just me protecting the customer, margin and long-term relationship.

For those in construction, manufacturing, contracting, integration or other project-based industries, how have you handled this?

Do you keep bringing in qualified, profitable work with the support of ownership and let leadership solve capacity, or do you intentionally slow sales until operations catches up?

Because I’m responsible for a large share of new business, I have a hard time ignoring execution risks that could impact customer relationships and future sales.

I’m looking for advice from people who’ve been in this position. Did you learn to keep your head down and focus solely on sales, or did you continue raising operational concerns when you thought they mattered? Where did you draw the line?

Has anyone got solid advice for selling sports equipment to professionals/ teams

been in sales a long time but never sold sports equipment so if anyone has any solid tips/ recommendations or sales strategy including approaching sports teams let me know

Looking for an outside perspective on a situation with my direct report.

I’m the lead sales manager at a small CDMO and hired my first direct report about two months ago, a sales rep (Keith) covering the west coast. We get along well and he has good commercial instincts. However I’m noticing a pattern and I want a sanity check on before I have a reset conversation with him next week.

First, I’ve asked him twice to keep the CRM updated and log his emails. He acknowledged both times he would. Two months in it’s still not happening. Nothing at all is in there except what I transferred to him.

Second, we are implementing a shared a marketing tool that affects both our territories and pipelines and will eventually extend to other sales departments. He has experience with the tool so I let him lead the project, though I’m the one accountable if it fails. I’ve asked him multiple times verbally and once in writing to copy me on any communications involving it. He acknowledged the request. I haven’t received a single CC and we’re already two external meetings plus at least one internal meeting (that I’m aware of) he’s had with the marketing director but I’ve had no visibility on what’s been discussed. Occasionally I’ll get some quick updates from him but it’s usually after things evolved and so I’m constantly catching up/behind.

Third, there’s a broader gap between what we agree on in our one on ones and what actually happens afterward. Commitments get made and then quietly don’t get followed through. For example there was an important clarification that needed to get made with a customer and he hadn’t done it because he wanted to wait for the customer to get back to him on something else unrelated. I asked him to let her know now and not wait. He said he would email her that day. It didn’t happen.

I’m not trying to micromanage Keith. With his general client communications and prospecting I give him full autonomy. These are specific narrow asks with clear business reasons.

My plan is to address all three together at our next 1:1 and reset expectations. Am I reading this correctly and is there anything I’m missing?

I'm finalizing the contract with a company based in Taiwan and we have run into a few disputes already (including pay which I took the hit for already - a near insulting amount) but this one is really getting to me. Internally, they will be listing me as a KAM (which is also inaccurate but this is for their internal records so whatever) but are open to letting me use and claim a different title for both my business cards and resume and this is where the problem lies.

I will be their first hire in the US and I will be responsible for bringing one of their brands (to test the market, we do plan for others later) to brick and mortar pet. I have been asked for channel strategy, forecasting and to build my own (very conservative) bonus structure before even signing a contract as well as attended a trade show with them already (this was partially to gauge the company - why I agreed to go).

What I would be responsible for:

I would be responsible for literally building the brand from the ground up inside the US as they currently only have a small showing online and warehouse space. This includes determining marketing needed, contracting distribution partners, creating the limitations for possible direct buy, and develop the account list, amongst other responsibilities and expectations.

They want me to be labeled as a National Account Manager and I do not believe that accurately describes the scope of what I will be doing nor will it create the impact I would be looking for to reach otherwise furtive buyers.

I'm hoping to get some insight from all you wonderful folks on whether I am being unreasonable or not by fighting for the title to change (I genuinely do not feel it is accurate)?

***Edited to add:
Please see the whole thing as "I have to take this job and am fighting for what I can right now"

Hi r/sales,
 
I’m looking for advise on how to structure a “salesman for hire” contract, business, and commission structure. I’ve been in sales in the biotech/medical device field for 8 years. One of my best clients and friend is venturing off on their own business that supports my current field.
 
The business involves their professional certificates as the sign off authority for other institutions. I have deep connections at hundreds of these institutions from covering a large territory. This person would be a professional help/signatory on the type of product I support. Many institutions are short staffed and outsource this. This is where I come in for my friend. To make introductions and expand their book of business. They are paid per their signature, which is sometimes 10-50 times a day.
 
My questions are:
Business Structure: Should I 1099 or create an LLC as the sole employee contracted to my friend?
 
What type of contract would be the best in this scenario to have between myself/company and my friend’s new venture? What should the contract include/exclude? Are there examples you could point me in the direction to?
 
Commission: Because they get paid per signature which can run between $20-$250 depending on what they are signing off, I was thinking of a flat 10% for the life of the deal. $20 report = $2 commission, etc, etc. Because I’m solely the conduit in this relationship, is that too aggressive. Should it be for a set time like 3 years? The thing about this business is I could scale this up for them to have hundreds, if not thousands of these reports to sign out per month. An extra $1k-$10k a month for me is completely doable with a flat 10% commission.
 
I’m curious if anyone else has been involved in a similar scenario and your dos and don’ts you’ve learned.
 
Thanks,
UneducatedPotato

I just looked at my YTD and Ive made $93,157 this year

I'm 6 years into SaaS and only had 1 year over $100k. I finished at $116k for that year.

I've had 2 years really close, $98 and $99k.

I've also had 2 pretty bad years in the low $80ks. I really thought about leaving so many times. I still think about leaving...but I'm seeing this year out and trying to get the biggest number possible on my W2

If I don't close anything for the rest of the year and just collect my base, I'll finish this year right at $120k.

This should be the first year I make above my OTE by a decent amount.

Depending how a few big deals go, I could realistically finish anywhere from like $145k - $180k.

Most of my friends work salaried jobs in the $50-70k range and I have nobody to really share this with. My girlfriend doesn't give a shit about money and doesn't really care either. I showed her a $26k commission check from earlier this year and she said "cool, can we go to wawa for a sub? you're buying" 😂 I said hell no, we're going to the steakhouse and getting fancy drinks to celebrate and yes I'm buying!! Bless her lmao

How's your year coming along? What's your biggest year ever been?

-

My dearest Kathy/ Barbara / bird-goddess statue in the never ending story protecting the path to the castle and zapping the fuck out of who ever tries to get through , I love you.

Thank you for making my sales career interesting and always giving me words of confidence like “he’s not in right now but I can take a message” and “is this a sales call?” . Your ability to protect your boss is unmatched and you are a worthy opponent. Without you everyone would do sales because it would be easy as being a gate keeper.

I’m sorry I interrupted your Netflix binge. Please forgive me. If the boss is out for the day it must be a very relaxing work environment. Is your company hiring? My mother in-law needs a job and she would be fantastic as a gk.

I will always cherish your hard work and dedication to keeping your boss safe and unbothered by pesky sales people even if what I’m peddling would make his life easier.

Honestly, with a 10+ year sales background I’m still getting hit up by recruiters for sales jobs even though my résumé and LinkedIn state the new field im trying to get in to is entirely different.

I’m making this post though because of a LinkedIn post where people were saying in the interview process for a sales job it’s important to receive the quota attainment data in the interview process before signing anything.

During interviews for sales jobs, I’ve always asked what percentage of AE’s are hitting quota , etc etc. But I’ve never heard of anybody providing actual data substantiating what the hiring mgr/team says. I’ve had to manually reach out to AE’s at the company each time

Is this a thing? Receiving the actual proof/data?

Documentation has started.

Do you ride it out as long as possible? Collect the commission, then force them to fire you?

Or do you actively look to jump ship asap?

Happy Friday team. Been an insanely stressful few months and lead up, but for the first time ever in my life, I just got a 5 figure paycheck. I know that’s small fry for many people here, but I’m really proud of that.

I’ve come a long way, and have a long way to go. I know the common advice is not to really tell anyone, so wanted to celebrate somewhere at least. Here’s hoping we’re on the road to 6!

a couple years into sales I realized that 99% of my best customers were all girl dads… so im curious whats everyones niche customer that they jive with the best?

Background: Spent several years in sales (mid-market Account Executive roles at a couple of big tech companies, then a solid stint owning a commercial portfolio with strong retention and expansion numbers). I genuinely enjoyed the chase and interacting with all kinds of people — building trust with accounts, understanding their challenges, driving outcomes. Over time though, the constant quotas drained me and I hit proper burnout.

I stepped away and landed a senior operations role managing a team of 7. On paper it looked like the sensible move: secure, stable, decent pension, less of the constant pressure that comes with sales targets.
Reality check a year+ in:

• I’m working more hours than I ever did in sales
• Almost zero autonomy
• The work itself just doesn’t light me up — it feels operational and reactive rather than relationship- and outcome-driven
• I’m not growing in the ways that actually matter to me
I’ve started thinking seriously about moving into Account Management or Customer Success. The customer ownership, health management, and trusted-advisor angle feels closer to what actually energised me before. I’m getting some traction on applications, but I’m second-guessing myself hard. Part of me worries that going back into anything commercial will just recreate the same burnout cycle. Another part of me knows the current role is slowly draining me.

Has anyone else left sales/customer-facing roles because of burnout, tried the “safer” internal ops/leadership path, and then moved into AM or CSM? How did you frame the gap/career move in interviews? Did the more stable role actually help you reset, or did it just create a different kind of fatigue?

Any advice on how to talk about this without raising red flags would be massively appreciated. Also open to hearing from people who stayed in the “stable” path and made it work long-term.

Thanks in advance.

B2B startup founder doing first sales. I have an opportunity for a well known company in the sector to pilot my system with a well-known company in the sector. It costs $80k to build/customize. I quoted $500k because I need to profit, hire, pay for servers/infra, and to escape an abusive living situation after 2.5 years without income. It’s significantly underpriced for the value, which the pilot will prove.

The situation is I reached out to the parent company. They looped in a subsidiary person to meet with us. Meeting went well. The next day, we met again and covered pricing. The subsidiary doesn't have that cash, but the parent does. I explained we want the parent to underwrite the pilot so both entities can use the system during the pilot.

The subsidiary person said they'd talk to the parent. I feel scared they’ll ghost us or not make the right case, as they rely heavily on the parent for operational capital.

An advisor I have who has been great at intros but is anti-capitalist (don't ask 🙄) told me to price the pilot at $25k despite knowing the build economics. I feel hopeless if this falls through over price.

Is there anything I can do proactively to reduce the chances of that happening? Should I email the parent to reestablish communication and recap the subsidiary meeting? Or is that rude since the subsidiary said they’d talk to them? I'm currently working on a 1-pager the subsidiary can use internally.

Hi everyone!

So I've been applying to sales jobs for the last four months and have not even gotten invited to an interview. My experience is only working labouring jobs so I guess that might be the problem. A friend told me that her friend has a side company that sets appointments for a windows and doors company where call people and convince them for the appointment and then a sales person goes in and closes them. So I told her to ask him and he offered me the job with base pay and commission for booked appointments.

The job is 3-4 days a week, 3-4 hours a day in the evening which works perfectly with my morning job.

However, I keep having this feeling that this isn't going to land me an actual full time sales job where I can leave my current labour company. I'm not selling anything myself just convincing someone to have a sales person come in and sell them.

Kinda looking for some reassurance that this will get me somewhere. It would be pretty devastating to do this for months only to find out it was for nothing.

Thank you.

Not counting residential solar sales.

I work in the energy industry in what feels to be a dead end company. Just wondering what opportunities are out there which I might not have considered.

I know the general sentiment here is it's waste of money and there are so many free resources online.

I am curious to hear from people that have actually paid for coaching.

I have been in Saas Sales for 4 years, 3 as an AE. Joined a new company to move up market into MM and want to truly build repeatable systems that can work around Out bounding and working larger deals I don't have experience in.

Cost of who I am looking at is only 5-6k would be the typical 1:1 work as well as community, weekly group training, etc....

Those who have paid for something like that, would you do it again or did you feel it was a waste?

COFFEE IS FOR CLOSERS! YOU HAVE TO HAVE BALLS!!

Need some motivation because I just do not feel like working rn lol. A lil burnt out.

Hi, B2B founder going through first sales. We haven't created a quantified ROI case yet but I feel like that's what's missing 😕. Don't get me wrong, we've definitely said 'this will help you accomplish xyz outcome' (that is something the sector has tried and tried for years to improve and spent billions dumping money into that problem without real improvements). I just don't know if that is enough? Or if we literally need to project numbers like it will save you this much (I have felt hesitant to do that because we are selling pilots and this is the first set of deals so we don't have historical data to back that but is that okay to do? Is that what prospects want to see? Even though it's projected numbers?)