Vetting the CRO Role & Avoiding the "VP of Sales" Trap with Mike Price

10 snips

Dec 3, 2025

Mike Price, Chief Revenue Officer at DTEX Systems, brings his rich background in sales and business leadership to the discussion. He emphasizes the transition from being a functional salesperson to a holistic business leader. Mike offers crucial insights on vetting CRO roles, advising executives to ask why they need a CRO at this moment. He warns against falling into VP of Sales traps and promotes the importance of a broader business understanding. Additionally, he highlights the necessity of allowing teams autonomy and shifting from control to collaboration for true executive success.

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ANECDOTE

Raised As A Businessperson, Not Just A Salesman

Mike Price grew up in an entrepreneurial household and absorbed business process thinking from his father.
That upbringing shaped his mindset to view sales as part of broader business rather than a standalone function.

ADVICE

Experiment Rapidly And Learn Fast

Run multiple experiments concurrently to meet market moments and accelerate learning.
Use reading, mentors, and team feedback to shorten your experimental cycles.

ADVICE

Vet Resource And Hiring Authority Early

When interviewing for a CRO role, ask how much authority you'll have to build the team and hire resources.
Vet the CEO and CFO's appetite for your hiring plan before accepting the job.

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In this episode, Warren Zenna sits down with Mike Price, CRO at DTEX Systems, to explore the critical evolution from a functional salesperson to a holistic business leader. Mike shares his unique journey, influenced by an entrepreneurial upbringing, and discusses why successful CROs must view themselves as business executives first. He argues that while sales skills are foundational, the ability to understand the broader mechanics of an organization is what truly defines the modern revenue leader.

A significant portion of the conversation is dedicated to the art of vetting a potential CRO opportunity. Mike provides actionable advice on how to interview the CEO, specifically regarding the company’s readiness for a true Chief Revenue Officer. He warns against accepting roles that are merely "VP of Sales" with a different title and emphasizes the importance of asking why the organization believes it needs a CRO right now. This advice is vital for executives ensuring they enter an environment ready for strategic change.

The discussion also delves into the paradox of ambition and control. Mike explains that true executive maturity involves the willingness to cede control to a specialized team rather than being the smartest person in the room. He draws a compelling parallel to professional sports, noting that one must love the entire "game"—including practice and preparation—not just the moments of individual glory. This mindset shift is essential for leaders who want to build autonomous, high-performing teams.

Finally, the dialogue covers the necessity of experimentation and reframing failure as a necessary step toward innovation. Mike shares insights on creating an environment where strategic risks are encouraged to drive growth. To close, he outlines his current work at DTEX Systems, addressing the "last frontier" of cybersecurity: insider risk management. He explains how understanding human behavior within an organization is key to protecting intellectual property and ensuring long-term business resilience.