Ladder  /  Rechat  ·  Engagement Model

What Ladder would own at Rechat, and structure.

Scope, day-to-day cadence, what you still need to hire, and terms. Based on our conversation last week.

Prepared forShayan Hamidi
TeamAaron Lincoff · Mike Feller
DateAugust 2026
01 / Starting point

What we heard

Everything below maps back to one of these five.

Enterprise deals are running through you. That is not where your time belongs and it does not scale.
Three sellers, no defined process, limited coaching and accountability underneath them.
HSOA is the biggest account in the company. Rollout, adoption, and expansion are the priority this year.
The down-market push (SMB, teams, websites) is live and needs a defined motion behind it.
Marketing and brand are working. Sales needs to convert what they produce.
02 / Approach

How we work

We've been in the seat

We run the work alongside your team rather than handing over recommendations.

Two tracks

Aaron owns sales. Mike owns RevOps, reporting, SaaS planning, and expansion.

Deliverables, not hours

Defined outputs on a defined cadence. We don't bill against a timesheet.

03 / Scope

What we own

Each heading is what we take responsibility for. Open it for the specific work involved.

  • Run the weekly pipeline meeting and the deal inspection inside it
  • Deliver a monthly forecast, commit vs. best case, tracked against actuals
  • Define the target list and segmentation: who we go after in SMB, mid-market, and enterprise, and in what order
  • Write the outbound motion: sequences, messaging, cadence, channel mix
  • Set quota and capacity by rep, and own attainment against it
  • Weekly 1:1s, call reviews, and deal strategy with each seller
  • A set escalation path to you, so you stay informed without sitting in the middle
  • Own the enterprise pipeline and deal strategy day to day, starting immediately
  • Work live strategic deals while the seat gets filled and ramped, so nothing stalls in the gap
  • Define the producer profile, comp structure, and year-one quota before we hire
  • Build the enterprise playbook: qualification, multi-threading, exec engagement, procurement. The process is documented, not carried in one person's head
  • 30/60/90 ramp with milestones and weekly coaching so the hire produces early and keeps getting support
  • You join the deals you want to join, by exception rather than by default
  • Map the expansion motion by segment: seat growth, module attach, websites, ancillary services
  • Define expansion triggers and account health signals, built into HubSpot rather than tracked by memory
  • The HSOA growth plan: what expansion looks like at 6, 12, and 24 months, who drives it, and what it is worth
  • Account planning cadence for the top accounts, with named owners and quarterly reviews
  • NRR and gross retention tracked and forecasted monthly, not reviewed once a year
  • A defined post-sale handoff so expansion is planned rather than accidental
  • HubSpot rebuilt to match the actual sales process: stages, exit criteria, required fields
  • Lead and lag measures defined, dashboarded, and reviewed weekly
  • Funnel conversion and velocity by segment, which you don't have today
  • Lead routing, data hygiene, and activity capture so pipeline reflects reality
  • Sequence and campaign infrastructure the reps will actually use
  • The SMB motion built properly: CAC, cycle length, churn assumptions, and what it actually takes to win
  • Capacity model: what each rep needs to produce, and how many reps you actually need
  • Comp plan design for reps and the enterprise producer
  • SaaS metrics discipline: NRR, gross retention, expansion, magic number, Rule of 40
  • Pricing and packaging input across enterprise, SMB, and websites
  • Enterprise producer profile, scorecard, and comp structure
  • Sourcing support and interview loop. We sit in on finals
  • Onboarding and 30/60/90 ramp plan for new hires
  • SMB hiring sequenced against the capacity model rather than gut feel
  • Scoping Julio's internal role so the work does not overlap
  • Speed-to-lead and follow-up discipline on all inbound: response SLAs, routing, no lead sits
  • Post-event and post-campaign execution: reps work the list, with sequences written for that audience
  • Reporting back to you and Audie on which campaigns and events produced pipeline and revenue
  • Conversion tracking from inquiry to opportunity to close, by source
  • Sales messaging that stays consistent with your positioning through the funnel

What we don't own

Worth being explicit about so there is no ambiguity on either side.

  • We don't carry a bag or close deals on your behalf as the rep of record
  • HSOA implementation and delivery stay in-house. We build the expansion and renewal plan, not the rollout itself
  • Marketing execution, brand, and creative stay with you and Audie
  • We are not full-time. The scope above is what we commit to
04 / Headcount

What this means for hiring

The question you asked: what do you still need to hire, and what can wait.

Still hire

  • Full-time enterprise producer (hunter and closer)
  • SMB capacity as inbound volume justifies it

Don't hire yet

  • VP Sales / CRO
  • RevOps lead
  • Sales ops analyst
VP Sales, all-in$400K+Base, variable, benefits, before equity
Time to hire & ramp~180 days90 to hire, 90 to become productive
Cost of a bad hire12 monthsPlus severance and a second search
Ladder starts in1 weekBuilding the system while we recruit the producer
05 / Cadence

What it looks like day to day

The first month is about visibility and getting a rhythm in place. After that it is a repeating cycle.

  1. Weekly pipeline meeting running. Structure, deal inspection, and accountability in place from week one
  2. Forecast baseline established. First commit vs. best case, with the gaps identified
  3. Funnel numbers pulled. Conversion and velocity by segment, and where deals are being lost
  4. HubSpot audit complete. What is broken, what is missing, and what gets rebuilt first
  5. Enterprise pipeline handed over. Active deals reviewed and worked, you step back
  6. Producer role in market. Scorecard, comp, and quota defined, sourcing underway
  7. Expansion baseline. Current NRR and a first pass at the HSOA growth plan
  1. Weekly. Pipeline and forecast review, deal strategy, 1:1s and coaching with each rep
  2. Weekly. Inbound and campaign follow-up checked against SLAs, with feedback to marketing
  3. Monthly. Business review: forecast vs. actual, funnel metrics, expansion and retention, hiring status
  4. Monthly. Account planning on top accounts and HSOA expansion progress against plan
  5. Quarterly. Capacity and comp model refresh, segment strategy, next quarter plan
  6. Ongoing. Playbook, sequences, and enablement updated as the motion changes
06 / Partnership

What we need from you

Short list, but we need all four for this to work.

Visibility on pipelineYou don't have to be in the room, but you need to be across pipeline along with us.
Hiring decisions on a clockCandidate decisions inside a set window. Good candidates don't wait.
Approval turnaroundProcess and system changes approved quickly so work isn't blocked.
Direct escalationA clear line to you when a deal or decision needs it.
07 / Commercials

Terms

Monthly fee$12,500Straight fee, no equity
Term6 monthsMonthly invoicing
Commitment~1 week/moAcross both partners
Measured onDeliverablesNot hours logged

Our standard structure is $12.5K per month plus 1% equity. For this engagement we are proposing a straight fee with no equity component.

That works out to roughly a full week of work per month across both of us, though we don't track it that way. What you are buying is the scope above delivered on the cadence above.

One note on scope and price. Most of the value comes from the weekly cadence: the pipeline meeting, the coaching, the forecast discipline. Below this level of commitment we can still help, but it becomes a scoped project with a defined end date rather than ownership of the number. Both are workable. They are different things and we want to be clear about which one you are buying.

08 / Outcomes

What success looks like at six months

The first three are how you defined it on our call. The last two we would add.

01  Clarity

Clear numbers with leading indicators, so you know where the business stands before the month closes.

02  Alignment

Sales and marketing aligned, with event and campaign ROI measured in pipeline and revenue.

03  A supported team

Sellers who are coached and accountable, hitting a forecast you can rely on.

04  Your time back

You out of the enterprise deal seat, with a producer ramped and a documented playbook.

05  Expansion

Upsell and cross-sell forecastable by segment, with the HSOA growth plan underway.