So true..have experienced this in the past.Many startups cannot grow because they dont have the right sales people in the right region. Also the CEOs also must not be too much of a sales guy else there is a conflict in responsibiities, accountability and ofcourse credit in profit / loss. Companies that do good normally has a very strong sales team with ethics and professionalism and do or die attitude.
The CEO needs to delegate but it does not mean that he is not very strong in key areas (sales, engineering, marketing...). As a CEO you avoid conflict by delegating, this means trusting your staff while also keeping a close eye on them.
I sounds like one would need to arrange for handsome salaries for a sales manager and a FAE at least for a couple of year, along with working capital for other things...to start with. What about somebody making a small product which could be sold online?
A Book For All Reasons Bernard Cole1 Comment Robert Oshana's recent book "Software Engineering for Embedded Systems (Newnes/Elsevier)," written and edited with Mark Kraeling, is a 'book for all reasons.' At almost 1,200 pages, it ...