Mention âtech jobsâ and thoughts typically turn to developersâââthe programmers and engineers who translate great ideas into working technology and keep the platforms we all use humming along.
But the reality is that itâs impossible to scale and sustain most software platforms today without a highly capable, highly trained sales team. Indeed, at many of the most successful cloud software companies, the sales squads are just as big as the technical teams.
Iâll repeat this for clarity: the current innovation boom hasnât just created an outsized demand for IT pros; itâs created an equalâââif not greaterâââdemand for salespeople.
For Canadian-based companies like my own, this translates into tremendous challenges and tremendous potential. For all of the strengths that Canadaâs burgeoning tech scene hasâââfrom great universities to growing investment and thriving regional hubsâââsenior sales talent is not one of them. According to a 2016 survey by Wilfrid Laurier Universityâs Lazaridis Institute, seven out of ten high-growth tech companies here struggle to obtain executive-level sales and marketing talent. A 2018 Randstad report shows that sales rep is the second most in-demand job in Canada, with extreme demand for B2B reps.
Nor is this just a Canadian problem. Worldwide, sales talentâââfrom entry-level to senior-executiveâââranks among the top three hardest skills to find, according to Manpowerâs latest Talent Shortage Survey.
The only way to fill the sales talent gap in Canadian tech is to build an ecosystem here at home.
To me, this represents a classic bad news-good news situation. The bad news is that thereâs a huge, unfilled demand for sales talent among Canadian tech companies. Hamstrung by a deficit of sales leadershipâââexperienced people who have guided large teams at fast-growing startupsâââcompanies are forced to recruit from abroad, relocate or (worst-case scenario) sell to buyers in other places better equipped to scale their vision.
But the good news is also that thereâs a huge, unfilled demand for sales talent among Canadian tech companies. These are high-growth, well-paying jobs in a sector thatâs only poised to expandâââand you donât need an engineering degree to apply. Itâs no exaggeration to say that for a generation of ambitious Canadiansâââfed up with gig work and facing downsizing from AI and automationâââthese could literally represent some of the jobs of the future.
But first, we need to find a way to connect the right candidates with the right roles.
Reframing tech sales as a job of the future
This starts with education and awareness. In one respect, itâs necessary to rewrite the popular perception of âsalesââââwhich can conjure images of selling sweaters at The Gap or pitching vacation timeshares over the phone. Technology sales is a true vocation, requiring the tech savvy to understand products inside and out, the business sense to network with leaders inside large companies, and the people skills to make this all seem effortless. Doing the job well requires training and continuous learning. In this respect, itâs encouraging to see Canadian universities begin to offer accredited sales programs, focusing on the science and craft behind modern selling. Meanwhile, The Great Canadian Sales Competition has introduced more than 7,000 post-secondary students to sales as a career path.
You may have an extraordinary product and brilliant, dedicated employees. But if you canât convince people to actually hand over money for your widget, you wonât be in business for long.
At the same time, itâs incumbent on Canadaâs tech companies to get the right people in the door and keep them there, creating a pipeline of talent in our own backyard. Salespeople are compensation-driven, so offering competitive salary and commission packages is a critical first stepâââsomething we learned early on. But equally important is properly framing the mission behind your company. No one wants to spend their life peddling anonymous apps or ephemeral digital tools. Find the larger, noble purpose behind your companyâââhow youâre changing the world or, at least, one small part of itâââand youâll find the right candidates.
Then, itâs a matter of showing them a way forward. Weâve found that junior reps need to have clear career paths available and see real potential for advancementâââwhether thatâs assuming management roles or being groomed for high-level field sales teams. On-the-job-training is equally important. The classic sink-or-swim approachâââtreating entry-level sales staff as dispensableâââis a recipe for failure. (Nonetheless, a full 40 percent of sales teams in Canada received no formal training in the last year.) To this end, sales professionals also need real mentors: people who speak from a place of experience and, just as importantly, are willing to give back.
My own company was lucky to find exactly these types of leaders in our early daysâââsales veterans like our first CRO, Steve Johnson, who patiently (tirelessly, in fact) showed the ropes to a team with little experience selling software in the global marketplace. Because Canadaâs tech scene is still young, many of these mentors and senior leaders will initially come from abroad, as was the case for Hootsuite. But we used this outside expertise to cultivate the next generation of homegrown sales pros. Our hires from those early days are now managing teams of their own and sealing multimillion-dollar contracts. Some have gone on to work for other Canadian startups or even start their own companies.
And this is the real endgame. The only way to fill the sales talent gap in Canadian tech is to build an ecosystem here at home. Right now, my own company has dozens of open sales rolesâââand weâre hardly unique among Canadian startups. The best wayâââtruly, the only wayâââto move forward is to do so together: developing the capability in our own backyard, creating good jobs for locals and growing a talent pool for the tech community at large.
After all, itâs the sales team that helps to keep the lights on at any company. You may have an extraordinary product and brilliant, dedicated employees. But if you canât convince people to actually hand over money for your widget, you wonât be in business for long.
This article was syndicated with permission from Ryan Holmes’ Medium account.