How Pump hires top sales talent

Pump.co is one of the fastest growing YC companies.

It’s no surprise - they have both a great product and an incredible sales team.

Now - for the 1st time - Paul Russo, (employee #1 / now a sales leader) opens up about how they built a sales team that helped them grow from $0 to significant eight-figure ARR in just 2 years.

Today’s focus is on 3 cornerstones of their very successful sales hiring process.

1) Hire hunters

Early on, you don’t need “process people”.

Companies like Pump need super hungry, full‑cycle sellers who both prospect hard and close.

Thus, they hire for brains, drive, and a bias to action - not a résumé full of logos.

Thereby, they prioritize ultra‑competitive individuals. Pump has had a lot of success with D1 / elite individual‑sport athletes (rowing, swimming, tennis, etc) who went to top schools.

These individuals are comfortable with early starts, long days, being measured directly, and learning fast.

Other profiles that succeed at Pump’s sales team are founder‑aspirants with analytical majors from top schools.

2) Source candidates you’re selling

Treat recruiting like pipeline gen. Go outbound.

Fishing where startup‑minded people already are like YC’s Bookface (filter top‑20 schools + “athlete”), and LinkedIn using founder / accelerator signals in company names (e.g., “(YC)”, “SPC”, “AI Startup School”) works well for Pump.

Once identified, they pull their numbers (Apollo / Clay) and call them.

Thereby, cold call them like you a customer - open with a crisp hook, follow with traction, mission, and why this call matters:

For Pump, this looks as following: “We grew from 0 to $xxM [significant eight‑figure] ARR in ~2 years, are 50+ people, and save companies money on AWS / GCP / Azure for free. We’re hiring founding sellers and give them real equity. Got 60 seconds?”

Every sentence must be earned - and don’t ever ask them if they’re “free to chat” first.

3) Apply the right filters

Cornerstones of Pump’s interviewing process are:

1/ 15 min initial screen:

Pump screens for (1) intellectual curiosity, (2) desire for autonomy, (3) willingness to work very hard for a great financial outcome, (4) a tilt toward extroversion for sales - great but more introverted candidates are routed to ops / other paths.

2/ Have them go through a practical panel:

Early in the process, Pump puts candidates through mock cold calls with escalating objections. They then give feedback before the candidates immediately have to rerun the mock calls.

Doing so, they test for willingness to sell as well as coach-ability.

Pump’s process is all about getting candidates to do vs talk.

3/ Filter for discipline + clarity:

Those are two important traits to thrive at Pump. They tease those out by asking for:

• Discipline: Daily habits that survive long days (sleep, gym, reading, reflection). If you don’t have those, you’re likely not a good fit.

• Clarity: Explain a financial concept to a second‑grader in max 4 sentences. Pump’s product is technical but the pitch can’t be - sellers at Pump need to be able to translate complexity into simple language you can act on.

The bottom line:

Hire competitive learners who want the ball. Source them outbound, test them in live fire, and filter for clarity and discipline.

Technique is teachable, drive isn’t.

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Enjoyed reading this?

Then check out my conversation on the focal podcast with Paul Russo, employee #1 and sales leader at Pump.co that grew from 0 to eight-figure ARR while profitable in ~2 years.

Youtube | Apple Podcast | Spotify

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