At the end of 2024, Veyro’s entire go-to-market team fit around one table in our Amsterdam office. Eighteen months later we have 34 sellers across two continents, a New York office that outgrew its first lease in nine months, and an interview process that looks almost nothing like the one we started with. Scaling a revenue team is mostly an exercise in discovering which of your instincts were wrong. These were ours.
What we stopped doing
We dropped the classic mock discovery call. Candidates who had rehearsed the format sailed through it, while thoughtful, curious people who asked awkward questions often scored worse. It measured polish, and polish is the easiest thing to teach.
We also stopped hiring for “has sold AI before”. In 2025, almost nobody had sold an agentic product at scale, and the few who had were often selling a pitch deck rather than a workflow. Today we look for people who’ve sold a change in how a team works — CRM migrations, new methodologies, anything where the buyer had to believe in a different Monday.
And we stopped treating quota attainment at a previous company as a proxy for talent. Territory, timing and product-market fit explain more of a number than most résumés admit. We still ask about it, but we spend more time on how someone lost deals than on how many they won.
What we’d never drop
A paid working session replaced the mock call, and it’s the best predictor of success we’ve found. Candidates get two hours, a real (anonymised) deal from our pipeline and access to a RevOps teammate. We pay €400 for their time, whether or not we make an offer.
We watch how candidates prioritise, not how they present.
We ask what they would not do next, and why.
We notice whether they treat the RevOps teammate as a resource or an audience.
We share our scorecard with every candidate afterwards, hired or not.
The working session is expensive — each one takes about five hours of team time once you count prep and debrief. It has also cut our first-year seller attrition from 28% to 9%, which makes it the cheapest thing we do.
“It was the first interview where I felt like I was doing the job instead of auditioning for it.”
— Samir Haddad, Account Executive, Veyro
Culture is what you repeat
At four people, culture is whatever the founders do. At 34, it’s whatever gets repeated in onboarding. So we write down how we sell — our deal reviews, our discount rules, the questions we ask before any pilot — and every new seller spends their first two weeks shadowing Veyro’s own agents on live deals. They learn the product by using it to sell the product.
We also appoint managers later than feels comfortable. We didn’t name our first sales manager until the team reached twelve sellers, not six — and we promoted from within. That delay was painful for a quarter, but it meant the person setting the standards had already lived by them.
We’re hiring again this autumn across sales, solutions engineering and RevOps in Amsterdam and New York. If this sounds like how you want to work, our careers page has the details. And yes — the working session is still paid.
