Hiring a Sales Team? Why Most Agency Owners Sabotage Themselves (and How to Get it Right) with Travis Hoechlin | Ep #797

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Most agency owners screw up their first sales hire. Why? Because they either hire the wrong person, or refuse to let go of control.

Travis Hoechlin used to think building a sales team was a waste of time—until he realized he was the bottleneck. In this episode, you’ll hear how he went from solo closer to leading a performance-driven team that fuels his agency’s growth.

Travis Hoechlin is the CEO of Rize Up Media, a marketing company specializing in law firm services. He shares insights into his journey from working at a large agency to starting his own and discusses the challenges of stepping out of a comfortable position and the motivations that ultimately led him and his business partner to take the leap into entrepreneurship. Travis also shared his experience building a top sales team, his logic behind hiring experienced seller instead of going for junior salespeople he could train, and how he keeps his team motivated and competitive.

In this episode, we’ll discuss:

• What most owners get wrong when building sales teams.

• The hidden cost of overlooking your top performers.

• How to hire competitive closers who don’t need babysitting.

• Incentives that actually work (even with a remote team).

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Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

The True Cost of Overlooking Top Performers

Travis began his career working for one of the largest agencies in the industry. Despite previously owning a mortgage company, he and his current business partner found themselves settling into the comfort of corporate life—big paychecks, steady accolades, and a sense of stability.

But deep down, Travis always knew he wanted to build something of his own again. It wasn’t until a disagreement with his former boss that he finally made the leap. Looking back, he wishes he’d made the move sooner. Still, the way it unfolded taught him an important lesson.

As one of the agency’s top sellers, Travis had earned a spot in their elite President’s Club—or so he thought. When he was unexpectedly passed over, it became clear that his contributions weren’t truly valued. That moment of frustration became the catalyst for change.

Sometimes, it takes a setback to shake us out of complacency. Travis’s story is a powerful reminder: comfort can be deceiving, and top performers often leave not because of the work, but because their impact isn’t fully recognized. For agency owners, it’s a call to action—acknowledge your best people, or risk losing them.

The Journey from Seller to Sales Leader

As one of the top salespeople at his former agency, Travis was a natural fit to lead sales at his own. But like many high-performing sellers, he was hesitant about building a sales team. Great salespeople don’t always make great managers—and Travis wasn’t sure he could find others who would match the drive and success he brought to the table.

His competitive nature added another layer of resistance. The idea of hiring someone who might rival his performance didn’t sit well with him at first. But over time, realized that no matter how strong he was on his own, two or three skilled salespeople giving their all would far outperform his solo efforts.

That mindset shift changed everything. Once he found the right people—sales pros who believed in the agency’s mission—Travis stepped back. He moved out of the day-to-day sales role, choosing instead to support the team and help them succeed. After all, they had taken a chance on a growing agency, and he felt a responsibility to help them thrive.

Many agency owners struggle with this transition. It’s hard to let go of what you’re great at. But as Travis discovered, tying your value to a single role—especially one you refuse to let go—can turn you into your agency’s biggest bottleneck. Growth requires trust, delegation, and a willingness to lead from the side, not just the front.

Strategy for Building a Premium Agency Sales Force

Once Travis fully committed to building a sales team, he hit the ground running—bringing on two salespeople to start, then two more just a few months later. Since then, he’s made it a habit to hire two to three new sales reps each year, fueling the agency’s continued growth.

While many agencies try to save money by hiring junior reps, Travis believes that route often costs more in the long run. He only recruits experienced, high-performing sales talent since inexperienced hires need extensive training, close management, and time to ramp up—resources many growing agencies simply can’t afford to spare.

Instead, Travis looks for people who are naturally competitive, hungry to earn, and confident in their ability to close. In his view, a good salesperson can sell anything. If a new hire hasn’t sold agency services before, he keeps their focus simple for the first 30 days: just book him meetings. From there, he leads the calls while they shadow, learn, and build the confidence to eventually run the sales process on their own.

Additionally, rather than hiring one rep at a time, he prefers onboarding two or three at once. Sure, not all of them will work out—but with multiple hires, at least one or two typically stick, and you’re not back at square one. Plus, the healthy competition that comes from a group ramping together drives performance. When top salespeople are surrounded by peers who are also gunning for results, it pushes everyone to level up.

For Travis, building a sales team isn’t just about offloading calls—it’s about creating a high-performance culture that multiplies results and drives the agency forward.

Incentives That Actually Build Culture—Even Remotely

Travis understands that great salespeople are driven by more than just commission—they thrive on competition, recognition, and rewards. In corporate environments, these high performers are often motivated by bonuses, contests, and incentive trips—and Travis knew his agency needed to offer the same kind of energy to attract and retain top talent.

Having been the top seller at his previous job, he experienced firsthand how powerful the right incentives can be. So, he implemented a clear and compelling incentive structure for his team: hit an annual sales target of $850,000, and you qualify for an all-expenses-paid trip to a luxury destination, such as their recent five-day retreat at the Four Seasons in Costa Rica.

But it's more than just a reward—it’s a shared goal that unites the team. With about a third of his salesforce working remotely from across the globe, these trips serve as a rallying point, fostering camaraderie, motivation, and culture.

This blend of healthy competition and team connection is critical in sales. By setting ambitious but achievable goals—and celebrating those who reach them—Travis has built a culture where individuals are motivated to win, and the entire team moves forward together.

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