Joey Mendoza

Head of Sales & GTM, Weaver Technologies | 2x’d our run rate in 24 months — people, systems, discipline | Channel sales, hunter hiring, operational GTM | #Vamos

Austin12.9k followers

Weaver Technologies, LLC

ex-Dell Technologies

ex-Insight

I start with a question: What's your biggest headache right Not what you think you need.
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Not what some vendor told you to need. What's actually keeping you up at night. Infrastructure refresh on a tight budget. AI rollout where the cost model isn't clear yet. Security stack that has to actually integrate. MSA transition that touches the whole operation. That I've sat on three sides of that table. Vendor side at Dell. Software side at Absolute, VMware, HashiCorp. Partner side at Insight and now at Weaver. Each one teaches you where the real trade-offs live. The ones that don't show up in the pitch Weaver is where the approach proved out. Same diagnostic question. What's actually broken. What's working. What's fixable. We 2x'd our quarterly run rate in 24 months. Built a multi-vendor motion across hardware, security, and services. No single-vendor dependency. Built bench strength in sales and keep recruiting like it matters. Now we're turning Services from a checkbox into a growth motion. We stayed disciplined about what the pipeline actually tells us and what people actually need to Diagnose, build, execute, measure. That's the If you're an IT leader or CIO working through a buying decision or vendor transition, the question is the same. What's your actual headache. Budget constraints are real. Integration is real. Security has to work. I've been on all three sides of that If you're a founder or operator building GTM the right way, same approach. I advise on sales leadership, pipeline discipline, scaling operations. If you're solving for people and outcomes, not just activity, we speak the same Early in your career and figuring this space out without a playbook from your network? I mentor. I had to learn most of it the hard way. If I can shorten that timeline for someone, that If you've got a real headache to solve or you need someone who'll tell you the truth about what's actually working, send a note. Let's talk.

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GTM Index

WEAVER TECHNOLOGIES,JOB
1. Head of Sales & GTM
  3Y
HASHICORPJOB
1. Dir of National Sales
  1Y 4M
VMWAREJOB
1. Dir Mid Market Sales
  2Y 6M
ABSOLUTE SOFTWAREJOB
1. Area VP of Sales
  11M
INSIGHTJOB
1. Sr. Sales Mgr / Site Lead
  1Y 1M
2. Regional Sales Mgr, Commer…
  8M
DELL TECHNOLOGIESJOB
1. Sr. Regional Sales Mgr
  6Y 11M
2. Sr. Sales Leader, Public S…
  1Y 9M
3. Sales Account Mgr
  8Y 7M

Job: Dell Technologies — Sales Account Manager / Sales Leader · 1999-06 – 2008-01
Job: Insight — Regional Sales Manager, Commercial Business · 2016-12 – 2017-08
Job: HashiCorp — Director of National Sales — SLED (State, Local & Education) · 2022-02 – 2023-06 — HashiCorp was a rocket ship. My job was the launchpad. I joined to stand up a national SLED practice from scratch. No inherited pipeline. No established team. Just a market opportunity and a mandate to capture it. 16 months later: 107% of FY23 revenue target, 200% YoY growth, and a national team of 6 Field AEs covering State, Local, and Education. Built the partner ecosystem and pipeline programs from the ground up in markets where HashiCorp had almost no presence. The real work wasn't the number. It was building a team that could repeat it.
Job: Absolute Software — Area Vice President of Sales · 2018-09 – 2019-08 — Walked into a declining segment and left it growing. Reported to the Chief Commercial Officer with full accountability for a 9-person sales org driving ~$15M in annual contract value across Central and West region SLED. The business was shrinking and the team was leaking talent. We delivered 112% of FY19 plan and grew the business 28% year over year, through the attrition, not after it. Rebuilt the team structure, reset performance expectations, and repointed the pipeline toward net-new. Fixed the system while it was running. The pattern in my career: take over what isn't working, fix it, leave it stronger than I found it.
Job: Insight — Sr. Sales Manager / Site Lead · 2017-08 – 2018-09
Job: VMware Inc. — Director Mid Market Sales · 2019-08 – 2022-02 — Stepped into VMware's public sector mid-market business in the middle of its biggest transition in years: perpetual licensing to subscription and SaaS. Then COVID hit and the whole operation went remote. We grew the SaaS business 130% and restructured the team's strategy toward net-new acquisition while the industry pivoted under our feet. Attainment held steady the entire way. That's the part most people miss about transitions. Growth during a pivot isn't about the new playbook. It's about keeping the team steady enough to run it. What I'm proudest of: the people. Multiple direct reports promoted into bigger roles during my tenure. That bench is still producing today.
Job: Dell Technologies — Sr. Sales Leader, Public Sector · 2008-02 – 2009-11 — Made the move from individual contributor to sales leadership. Started with the Public Transactional Accounts team, Dell's smaller public sector customers with low or no current spend. Nothing was built out. Pipeline, account strategy, segment discipline, all from scratch. My first leadership job was a greenfield job, and I didn't know yet how much that would become the pattern. From there, moved up to Senior Sales Leader for Select Public Accounts, Dell's mid-market public sector business, including the State of Texas relationship. Took on Commercial Sales Leader responsibilities for a Texas regional territory along the way. These were the years of the transition every sales leader has…
Job: Weaver Technologies, LLC — Head of Sales & GTM · 2023-08 – present — The premise is simple: culture drives strategy. Get the team right and aligned, everything else follows. When I came to Weaver in Q3 2023, we had a solid baseline and a good organization. But alignment was loose. Channel, field sales, marketing, operations, all moving in slightly different directions. I took full ownership of GTM end to end and one mission: get the right people in the right seats, all moving as one. That's what we built. Three straight years of growth. 2x'd the quarterly run rate. Margin recovered and holding. Services went from a checkbox to a real growth lever, attached across the book because the team actually believes in it. Q2 2026 is our fastest acceleration yet.…
Job: Dell Technologies — Sr. Regional Sales Manager / Site Lead, Mid-Market Business · 2009-12 – 2016-11 — Dell is where I started, as an individual contributor. Over almost 18 years I built my career, my leadership, and most of who I am as an operator inside this organization, alongside some of the best people and leaders I've ever worked with. By the end, I held two roles at once: leading a blended sales organization driving ~$350M in annual revenue across South-Central public sector, and serving as Site Leader for Dell's entire US Select Public Accounts segment, a $3B mid-market public sector business. The direct org: 100+ Inside Sales Account Managers and Field AEs, multiple layers of leadership, one of Dell's largest and most complex mid-market territories. The Site Leader scope: performa…
School: The University of Texas at Austin — Bachelor of Arts - BA, Sociology

Skills

Sales LeadershipChannel PartnershipsGo-to-Market StrategySales StrategyChannel SalesP&L OwnershipServices-Led GrowthSales Leadership ConsultingChannel Program DevelopmentPartner Ecosystem StrategyRevenue Growth StrategyPipeline GrowthSales & GTM LeadershipChannel & Partner StrategySales Operations & Forecasting DisciplinePublic Sector & SLED GTMSaaS, Cloud, and Cybersecurity AdvisoryTeam Development & CoachingPublic Sector and SLED Sales StrategySaaS and Cybersecurity GTM Advisory

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Joey Mendoza

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