20Sales: Inside Figma's $1BN ARR Revenue Machine | Why We Do Not Have Customer Success or SDRs | Why I Do Not Believe in Sales Quotas with Shaunt Voskanian, CRO @ Figma - The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch Recap

Podcast: The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch

Published: 2026-03-21

Guests: Shaunt Voskanian

What Happened

Shaunt Voskanian, the Chief Revenue Officer at Figma, shared insights into why Figma does not have a traditional Customer Success team or Sales Development Representatives. Instead, Figma integrates these roles within their sales team, which focuses on educating customers about product usage and expansion. This structure supports Figma's $1 billion ARR revenue machine, which is built on Product-Led Growth (PLG) strategies.

Figma's initial growth was fueled by a self-service model, allowing customers to start with credit card purchases. Over time, Figma shifted to a more sales-led approach, particularly for mid-market and enterprise segments. The sales team, comprised of Account Executives and Account Managers, plays a critical role in both expanding existing products and introducing new offerings to current customers.

Voskanian holds a unique perspective on sales quotas, believing they are arbitrary and should instead focus on the strategic work that needs to be accomplished. He advocates for relatively easy quotas to encourage strategic work and focuses on behaviors and competencies rather than strictly meeting quotas. This philosophy aligns with Figma's emphasis on a growth mindset and collaboration within the sales team.

The onboarding process for new enterprise representatives at Figma involves immediate engagement with accounts and structured training, transitioning back to in-person, classroom-style learning. Figma's sales enablement includes continuous updates about market changes and product developments, supported by various communication platforms like Slack and a CRM.

Voskanian emphasizes the importance of perseverance in potential hires, favoring candidates with experience in managing large deals over those with industry-specific knowledge. The hiring process includes take-home assignments focusing on discovery and product demonstration, with back-channeling used during the offer stage to gather additional insights.

Figma is actively increasing its sales headcount to engage more strategically with customers. Despite this expansion, Voskanian is cautious about making quick hiring decisions, preferring to take a slower approach to ensure quality hires. The sales team uses a performance framework that prioritizes collaboration and a growth mindset over purely financial incentives.

Shaunt Voskanian expresses respect for Datadog's sales organization for its ability to retain great people and promote from within. He also mentions that while remote sales teams are still viable, they introduce additional pressures on the system. Voskanian admits a personal regret of possibly spending too much time understanding Figma's culture before implementing necessary changes.

In addition to discussing Figma's strategies, Voskanian expresses optimism about advancements in AI medicine and the importance of spending quality time with his children. He highlights that by the age of 18, children have spent 92% of the time they will have with their parents, underscoring the significance of cherishing these moments.

Key Insights