Provizio’s Hiring Playbook: Why Internal Promotions Beat ‘Experienced’ Sales Hires

Provizio’s Hiring Playbook: Why Internal Promotions Beat ‘Experienced’ Sales Hires

Most B2B founders facing a growth plateau make the same move: hire experienced salespeople from competitors or adjacent markets. Someone who’s already crushed quota at a similar company. Someone who knows the playbook. Someone who can hit the ground running.

In a recent episode of Category Visionaries, Barry Lunn, Founder and CEO of Provizio, shared why that conventional wisdom nearly derailed his £100 million property technology business—and why he systematically replaced it with internal promotions instead.

The Pattern That Kept Repeating

Barry tried the standard approach multiple times. When Provizio needed to scale sales, they recruited experienced sellers with impressive resumes. People who’d sold software to financial services companies. People who understood enterprise sales cycles. People who knew how to run discovery calls and navigate procurement processes.

“We’ve tried to recruit experienced salespeople and actually they normally don’t work out,” Barry admits with the kind of candor most founders only share privately.

The failures weren’t about work ethic or intelligence. The experienced hires were talented professionals with proven track records. But they kept hitting the same wall: Provizio’s sales motion didn’t map to anything they’d done before.

Here’s why. Provizio doesn’t sell SaaS subscriptions with predictable monthly value and straightforward ROI calculations. They run a transactional business model where revenue comes from property transactions. “We don’t really have a SaaS business. We have a transactional business,” Barry explains. “Every time someone buys or sells a property through our platform, we take a fee.”

More fundamentally, Provizio doesn’t even sell directly to landlords—their primary customers. The core GTM motion centers on enabling accountants who then bring their landlord clients onto the platform. “Accountants typically have quite sticky relationships with their clients,” Barry notes. “If you can get the accountant on board, you’re bringing their client base with them.”

Try running that through a standard SaaS sales playbook. The qualification frameworks don’t apply. The pitch structures assume you’re talking to end users, not intermediaries. The objection handling focuses on monthly value rather than transaction economics. None of it fits.

What Experience Actually Teaches

The deeper issue with experienced hires wasn’t just mismatched playbooks—it was what their experience had taught them to prioritize.

Experienced SaaS sellers are trained to think in specific patterns. They qualify based on budget, authority, need, and timeline. They build business cases around monthly costs and annual contracts. They structure demos to show features that justify subscription fees. They handle objections about pricing by dividing annual costs into monthly increments that seem smaller.

All of this works brilliantly in traditional SaaS. But it actively undermines Provizio’s model.

When you’re selling through accountants, you’re not qualifying their budget—you’re qualifying their client base and their willingness to integrate Provizio into their service offering. When you’re pricing on transactions, you can’t build a straightforward business case because deal value depends entirely on how actively the landlord trades properties. When you’re demoing, you need to show accountants how the platform makes their tax work easier, not convince landlords about portfolio management features.

The experienced sellers knew they should be doing discovery, but they were asking the wrong questions. They knew they should be building value, but they were articulating it in ways that didn’t resonate. Their muscle memory from years of successful selling actively worked against them.

The Alternative: Growing Your Own

Barry’s solution was counterintuitive: stop hiring experienced sellers and start promoting from within. “We’ve predominantly promoted people from within the organization,” he shares.

This meant taking people from customer success, operations, or product roles and training them into sales positions. People who understood Provizio’s unique model because they’d lived in it. People who knew how accountants used the platform because they’d supported those relationships. People who could explain transaction economics naturally because they’d never learned to think in MRR terms.

The trade-off was obvious. Internal promotions meant longer ramp times. You couldn’t hand someone a playbook and expect them to execute immediately. You had to teach fundamental sales skills—qualification, discovery, deal management—from scratch.

But the benefits proved more valuable. Internal promotions understood the product deeply. They knew the property investment workflow intimately. They could speak credibly about tax implications and compliance rProvizioirements because they’d worked with accountants daily. Most importantly, they didn’t have to unlearn habits that didn’t apply.

When you promote from within, you’re not fighting muscle memory. You’re building sales capability on top of domain expertise rather than trying to add domain expertise to sales capability.

Building Sales Culture From Scratch

The internal promotion strategy forced Provizio to build its own sales culture rather than importing one that didn’t fit. This meant creating frameworks specific to their model.

How do you qualify an accounting firm? Not by asking about their software budget, but by understanding their client composition, their service offerings, and their appetite for adding revenue streams beyond basic compliance work.

How do you pitch Provizio? Not by demoing features, but by showing accountants the economics: “The accountant makes more money from our platform than they would just filing a tax return.” The value proposition isn’t about software capabilities—it’s about business model enhancement for the accountant.

How do you handle objections? Not with ROI calculators based on subscription savings, but by addressing the specific concerns accountants have about client adoption, implementation complexity, and ongoing support rProvizioirements.

None of this came from sales training programs or competitor playbooks. It emerged organically from people who understood the business trying to scale what was already working.

When to Build vs. Buy Sales Talent

Barry’s experience reveals a crucial decision framework for founders: the more your GTM motion differs from industry standards, the more valuable internal promotions become relative to experienced hires.

If you’re selling traditional SaaS subscriptions to IT buyers with standard procurement processes, hire experienced sellers. The playbooks work. The frameworks apply. Experience accelerates rather than constrains.

But if your business model is non-standard—transactional, usage-based, marketplace, or channel-driven—consider whether experienced sellers will spend their first six months unlearning habits before they become productive.

The signal is simple: when experienced hires consistently struggle despite being talented and motivated, the problem isn’t the people—it’s the mismatch between their training and your reality.

“We’re completely different to a VC-backed business,” Barry notes when discussing Provizio’s overall approach. “We don’t have the same pressure to grow at all costs.” That philosophy extends to hiring. Rather than forcing rapid scaling through experienced sellers who don’t fit the model, Provizio built more slowly with people who genuinely understood the business.

The result? A £100 million revenue business with a sales team that knows exactly how to sell Provizio because they built the playbook themselves rather than importing one that doesn’t apply.

For founders building non-standard GTM motions, that’s the real lesson: sometimes the best salespeople aren’t the ones with the most impressive LinkedIn profiles—they’re the ones sitting in your customer success team who already know how your business actually works.