hey @Krish I’d be interested in your perspective on this question too! How did you do it?
I think a founder can let go of day-to-day operations of running sales once you’ve hired a sales leader (or VP). But from my perspective that happens after you have a small functioning sales team (e.g. 2 AEs and 2 SDRs). My perspective on running a company is to do all the leadership roles before hiring someone to replace you, rather than hiring a leader early and outsourcing the building of a team to them.
I think as you hire sales people, the role of a founder doing sales changes. In the beginning I was doing all the pipeline development, demos, closing etc. Now the pipeline/demand-gen is handled mostly by marketing and our sales team does qualification, demos, closing etc. My role is to be a product expert and offer best practices and build confidence in the buyer that we will solve their problems. I try to join all sales calls where the prospect might benefit from some coaching or wherever there are executives on the call. I also try to establish a one-to-one / direct line of communication (via email) with the budget holder or contract signatory, even while the sales team is running its process.