For decades, the world has celebrated builders—engineers, innovators, and creators of technology. Their path is clear: earn an engineering degree, learn to code, or solve a technical problem no one else could. But there is a second side to this coin that is only now beginning to get the attention it deserves: go-to-market.

Marc Andreessen famously articulated the importance of these two archetypes—builders and sellers—in driving the success of any B2B company. Yet, while the path to becoming a builder is well-documented, the journey to becoming a seller remains grossly underdeveloped. Too often, sales is perceived as a fallback—something people end up in rather than actively choose. But this outdated perception is starting to shift, thanks in part to the explosion of startups.

The global startup boom has created an unprecedented demand for elite sellers—those who can take complex solutions, articulate their value, and build relationships—with assertion, integrity, and mastery. It’s increasingly clear that the world’s best early-stage B2B companies have redefined sales as a profession for the ambitious and the strategic. Just as builders shape the future by writing code, sellers bring that future to life by forging relationships.

Yet here lies the problem: most companies don’t know how to create world-class sales people. Instead, they treat sales as a resource, churning out junior salespeople who only learn to generate pipeline at scale—an important skill, but one increasingly being replaced or automated by AI. In their pursuit of efficiency and specialization—Adam Smith 101—many companies have lost the art of effective coaching and apprenticeship.

"I made the move to sales from venture capital. It’s been eye-opening. I’ve been able to get much closer to the day-to-day operations of a business. It’s been a steep learning curve, but I’ve learnt by doing and am developing skills that will set me up for success in the future."
Leon, Commercial Associate.

Sales, at its core, is an apprenticeship model, like the elite environments in investment banking, law, or other rigorous professions. I was privileged to start my career in investment banking, where I learned by shadowing experts, mastering the basics, and gradually taking on more responsibility. Sales should work the same way: learning the fundamentals—like perfecting prospecting, understanding products, and responding to questionnaires—before advancing to closing complex deals, being responsible for territories or teams, and running a business.

At Tessian, we built a true apprenticeship model. I learned from Tim. Ben (Omnea’s CEO & Founder) learned from me (and quickly surpassed me!), and we all grew together with the likes of Morgane, Chris, Aisha, Lewis, and Luca, constantly pushing one another to excel. The same was true at Snowplow, where Charlie, Mick, and Ben became shining examples of what happens when a culture of learning takes root. These individuals didn’t cap out in middling sales roles—they became leaders, founders, investors, and elite contributors. It turns out our other core contributors at Omnea like Giulia learnt this way too!

"I started my career in investment banking which was miles away from selling. I learned to sell successfully at Tessian alongside Abs and Ben. It's been a key highlight in my career. Today it gives me a clear edge as a VC with founders but also in winning deals. I don’t think there is a better place in Europe to learn this craft than at Omnea."
Morgane, Venture Capital Investor, Crane VC.

We’ve replicated this model at Omnea, and the results speak for themselves. Two-thirds of our above-target revenue came from people who started as Commercial Associates, rapidly learned the craft and are growing into elite contributors. But building such talent takes two critical ingredients: the right company and the right individual.

The challenge is that many of the brightest commercial minds are funnelled into traditional pathways like private equity or consulting, or they take a complete 180 and start building startups without any commercial experience. Both paths can be valuable, but I believe there’s an alternative: after starting your career in a more traditional, elite environment, you should go and learn to sell/build a company. The former allows you a safety net and sets the foundation for your success. The latter, in the right place, and when surrounded by an incredible network, kickstarts the next stage of your career—who knows, you might even be able to build another company with those around the table (I did!).

Europe, in particular, has a dearth of good operators, especially on the commercial side. The startup ecosystem suffers from too many mediocre VCs and too few incredible go-to-market leaders. If you’re willing to put in the hard work, sales offers the kind of experience that can transform your career. Learning to sell unlocks a world of opportunities: marketing, product building, leadership, and entrepreneurialism. By mastering sales, you don’t just learn to sell—you learn how to run and grow a business.

"At Omnea, I love being the CEO of my own pipeline. I have agency to not always ask for permission. I’m running CFO events and closing my first deals whilst working along the most impressive team I’ve ever been a part of."
Cyrus, Commercial Associate.

If this resonates, I urge you to find the right environment—one that invests in development and fosters a collaborative, coaching culture. And if you do it, make sure you can experience the scaling journey and truly feel your impact. And, if you already feel ready to start that journey, please join us at Omnea—we’ve created a Commercial Associate program to do exactly this and are hiring!