Software Executive Magazine

December 2017

Software Executive magazine helps software executives grow their businesses by showcasing the business best practices of our readers, executives from established and innovative software companies.

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geted for, and they were losing time and opportunities without having this team in place. This same company had a satellite office in Kansas City, Missouri and be- fore we knew it, we were hiring hardworking, farm- raised, college graduates who were developing leads for the enterprise sales reps in San Mateo. Their base salaries were $24,000 lower, yet their production was the same as their predecessors who were based in San Mateo. The cost of living in Kansas City is 47 percent less than in San Francisco and, although there weren't as many technology companies to recruit from, the quality of hardworking, hungry sales talent was just about the same if not higher than in Silicon Valley. My client hosted quarterly meetings at the Bay Area head- quarters where everyone was able to collaborate and foster a great team culture. This system works — this software company was just recognized as one of the top 100 fastest-growing private companies of 2017. Currently, 90 percent of all of my openings are out of state. I've found a lot of success working with Silicon Valley companies who are hiring A-players without the headache and aggravation that's normal in San Fran- cisco's job market. As of September 2017, San Francis- co's unemployment rate was only 2.8 percent, which doesn't make hiring any easier. The up and coming tech markets I've had success recruiting in include Denver (38 percent), Atlanta (45 percent), Boston (18 percent), Austin (49 percent), Chicago (39 percent), Portland (31 percent), Seattle (29 percent), and St. Louis (48 percent) to name a few. Those percentages for each city repre- sent how much cheaper it is to live there compared to the Valley. There are also incredible opportunities to recruit in cities just outside San Francisco in the Sac- ramento region where I happen to reside/recruit from my home office. It's my sincere hope that technology companies start seeing that they are wasting a lot of money focusing solely on hiring sales talent in the Bay Area. Find the best sales talent you can find and then build around them wherever they live. We have the tools to make the connections, build the culture, and create effective selling processes with the evolution of the incredible technology that is at our fingertips. Take a risk and look outside the box — it's working for many of your competitors. S ident of the Bay Area Council's Economic Institute. "Millennials are putting off family formation, but when they have a family, they want what their parents had: a house on a nice lot pretty close to work." Our economy is growing, and startups are still pop- ping up throughout the Valley. Technology is also im- proving and disrupting the way business has been done for generations. With the invention of cloud and SaaS technology, customers are requesting web demos from their sales reps and product specialists instead of martini lunches or PowerPoint presentations in their conference rooms. The question I ask myself and my clients daily is, "Why aren't we capitalizing on this technology to create a win-win culture where com- panies are fostering successful teams without having everyone cramped on the 101 Corridor?" While Silicon Valley entrepreneurs are very smart and innovative, many are blind to modern workplace business needs and are stuck creating working environments that are exactly like every other technology company's in the Valley. My clients who are hiring A-players who work remotely or in a satellite office in another part of the country are utilizing technology such as Skype, BlueJeans, Google Hangouts, and Zoom regularly. Not only are these companies able to save money on base salaries, but they also don't have the enormous cost of housing all of their salespeople in expensive office space. Salespeople are working in their local time zones and are able to be in customer-facing selling op- portunities without coast-to-coast travel. Recently, an AI software client of mine was strug- gling to offer competitive salaries to recent college graduates they needed for entry-level lead generation positions. Just about every kid who came in was being offered base salaries 20 percent higher than they bud- J E N N I F E R D O S K O W has been a recruiter for more than 18 years. She focuses on finding sales, marketing, customer success, and professional service professionals for emerging SaaS and cloud technology companies in the Bay Area and a few select cities around the country. Her passion is finding the best way to do things at every level. While Silicon Valley entrepreneurs are very smart and innovative, many are blind to modern workplace business needs and are stuck creating working environments that are exactly like every other technology company's in the Valley. 31 SOFTWAREEXECUTIVEMAG.COM DECEMBER 2017

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