One of the most exciting moments in any cybersecurity startup’s journey is making that very first Go-To-Market hire. It’s the sign that momentum is building. You’ve validated your product. You’ve found signs of market fit. Now it’s time to take that offering out into the world.

But that moment is also full of pressure. I’ve seen it play out with dozens of founders. There’s the drive to move quickly, the concern about choosing the wrong person, and the fear of wasting precious runway if you get it wrong. On the other side, I speak to candidates who are equally excited and equally nervous about being that first commercial hire. The stakes are high for everyone involved.

Here are some of the most important lessons I’ve learned from helping cybersecurity vendors go from zero to one and build their GTM teams with confidence.

Choose a builder, not just a seller

That first hire will define how your product is received in the market. In many ways, they will shape the message, the tone, and the way your early customers see your company. This is someone who needs to thrive without a script, without a strong brand behind them, and without a large team around them. They need to be creative, resourceful, and resilient.

Often, the mistake companies make is hiring someone who has only ever operated in highly structured environments. While they might look great on paper, these individuals may not be used to building from scratch. What you need is someone who is excited by the unknown, who can figure things out, and who will help you design the playbook, not just follow one.

Don’t rush the build

Once your first hire gains some traction, it’s easy to feel like you should scale fast. But I’ve seen companies make two or three hires before they’ve really understood what’s working, and it ends up causing confusion, diluted messaging, and unnecessary costs.

Start slow and deliberate. Build with intent. A typical order that works well looks something like this:

·         Start with a founding Account Executive or someone with strong generalist GTM experience.

·         Next, bring in marketing support, often someone with demand generation or content expertise to build awareness and support pipeline.

·         Then add a sales engineer to provide technical credibility in early conversations.

·         Finally, bring in customer success to nurture and grow those early relationships.

Each of these roles should serve a clear purpose and help create the structure that supports the next phase of growth.

Focus on alignment, not just experience

Many founders I speak to tell me they want someone who knows the cybersecurity buyer, who understands the space, and who can ramp quickly. That makes complete sense.

But what’s just as important—if not more important—is alignment. Does this person truly believe in what you’re building? Are they excited by your mission and your product? Can they operate in an early stage environment where processes are still evolving and resources are limited?

Equally, I have conversations every week with talented candidates who say they want to work in a startup, but who may not be fully ready for what that entails. The ambiguity, the pace, the need to wear multiple hats—these are realities that not everyone is prepared for.

The magic happens when both sides are clear and aligned on what the role really involves and what success looks like. That is where long-term success is built.

Work with a specialist who understands this space

The right GTM hire at an early-stage cybersecurity company is rarely found through traditional routes. These candidates are usually not actively job hunting. They’re focused on delivering in their current roles and are selective about what they’ll consider next. Often, it takes a well-timed, well-informed conversation to even get them thinking.

That’s why relationships matter. Because I spend my time in this space—talking to both founders and commercial leaders—I’m able to bring a level of perspective and context that goes beyond a typical search. It’s not just about matching a profile to a job. It’s about understanding the story on both sides and seeing where they align.

Some of the best introductions I’ve made have been where neither party was actively looking, but both immediately saw the opportunity in front of them. That’s the kind of value I aim to create every day.

Final thoughts

Building a business is hard. Building a sales team from the ground up is even harder. But if you take the time to get that first hire right, everything becomes more achievable. You create momentum, clarity, and a foundation that can scale.

If you're thinking about making your first GTM hire, or even just trying to work out when the right time might be, I’d be happy to talk. Whether you are hiring now or planning ahead, I am always up for a conversation.