Who Is Kirill Veritov and Why His Story Matters
In this article, we’ll unpack the story of Kirill Veritov, a young sales leader who became a VP of Sales at 21. In a podcast with host Anton Saburov, Kirill walks through his journey from a teenager in Ukraine to closing multi-million-euro B2B deals with hotel chains, co-founding a 3D visualization company for real estate, and leading sales in a telecom business.
This isn’t just another motivational story. It’s a practical breakdown of:
- How to start a sales career while still in school
- What it really takes to sell to C-level executives
- How to handle toxic clients and long sales cycles
- What founders should expect from salespeople
- How a VP of Sales at 21 thinks about money, motivation, and growth
Whether you’re a young person thinking about sales, or a founder trying to understand how top sales performers think, this breakdown will give you concrete lessons you can apply right away.
From Teenager to VP of Sales at 21
Kirill didn’t wake up one morning as a VP of Sales at 21. His path started much earlier, with a mix of environment, curiosity, and hunger.
Growing Up Around Entrepreneurs
Kirill grew up in a family where entrepreneurship was normal.
His grandfather and father were serial entrepreneurs, and his mother was a university lecturer. That combination meant two big things for him:
- Business was normal talk at home – Not something mysterious.
- Education still mattered – His passion for English, math, and physics gave him an edge.
From early on, he had a simple inner question:
“Everyone in my family is someone. Do I want to be someone too?”
That mindset pushed him away from passive hobbies and toward action: building something, earning his own money, and testing himself in the real world.
First Jobs at 14–15: Side Hustles and Real Work
Kirill started with small entrepreneurial hustles at 14 – nothing fancy, but enough to feel what it’s like to create value and get paid for it.
Thanks to Ukrainian law and his parents’ permission, he could work legally as a teen. By 15, he entered his first “real” job at a small company. His role wasn’t purely sales yet – he did a bit of everything:
- Sales
- Some basic finance tasks
- General support to “help everyone get their bread from the table”
This wasn’t glamorous, but it built something crucial:
- Ownership – He understood that his work mattered to the business.
- Exposure – He saw different parts of how a company runs, not just scripts on a call.
From there, he doubled down on the one thing that felt most natural: talking to people, thinking fast, and using his love for English and numbers. So he chose sales.
B2C vs B2B Sales: Why He Switched
Kirill’s first serious sales experience was in B2C. He sold directly to consumers and quickly learned how emotionally draining that world can be.
B2C meant:
- Talking to people who often weren’t business-minded
- Handling random moods, money issues, and lack of urgency
- Fighting for small deals with high emotional effort
He respected everyone who stays in B2C, but for himself, he knew:
“I don’t want to be there.”
Working with Major Hotel Chains in Dubai
The big turning point came when he moved into B2B sales in Dubai.
He worked for a company selling to major hotel chains. His ideal customer profiles (ICPs) and buying personas were:
- CFOs (Chief Financial Officers)
- Chief Procurement Officers
- Other C-level executives in large hotels
He wasn’t closing the full deal yet – he worked as an SDR (Sales Development Representative). But this SDR role was real hunting:
- Going into the field in Dubai
- Physically visiting hotels
- Trying to get past the reception and lobby managers
- Pushing until he could reach the real decision-makers
Within about 1.5 years, he helped secure three long-term contracts worth around €4.5 million in revenue over five years. As an SDR, he didn’t own the entire cycle, but he created the opportunities that made the revenue possible.
SDR Role: Hunting, Not Just Closing
Kirill’s description of the SDR role is simple and honest:
- He was a hunter.
- His job was to find people to talk to,
- Schedule meetings,
- And then hand over to senior executives who ran demos, negotiations, and contracts.
He loved:
- The thrill of opening doors
- The challenge of reaching big decision-makers
- The feeling of being part of large, complex B2B deals
This experience shaped how he later became a VP of Sales at 21: he deeply understood the top of the funnel, not just closing.
How to Open Doors to C-Level Buyers in Enterprise Deals
Selling to massive hotel chains in Dubai isn’t about sending one email and getting lucky. Kirill and his team tried every channel.
Cold Emails, Cold Calls, and “Showing Up” Offline
They used:
- Cold email – carefully targeted messages
- Cold calls – direct outreach to offices
- Offline visits – literally walking into hotels and talking to reception
Kirill would walk into a hotel and say:
“I want to talk to your manager. I have something that could be interesting for you.”
The process looked like this:
- Receptionist (gatekeeper) – First barrier.
- Lobby manager – Second layer.
- Manager or relevant decision-maker – Target.
In about 90% of cases, it didn’t work. He was told:
- “Who are you?”
- “I don’t have time.”
- “Go enjoy Dubai Marina and stop bothering us.”
But that 10% that worked was everything. Sometimes, he didn’t get the meeting, but he got something even more valuable:
- A direct phone number
- An email address
- Or a small opening to follow up
From there, he “bombed” the phone and inbox with structured follow-ups.
Persistence Framework: 100 Rejections Before a Meeting
One of Kirill’s strongest tools is a mental framework for rejection:
- He sets a target of 100 rejections before expecting a meeting.
- Every “no” is not a failure; it’s another step toward the goal.
His follow-up rhythm looked like:
- Day 1 – Call
- Day 3 – Call again
- Day 7 – Follow-up
- Two weeks later – Another touch
- And so on
If someone rejects him before he hits his “100 rejections” target, it doesn’t hurt – it just fits into the plan.
This approach is what separates casual callers from real pros. It’s the same mindset you need if you want to grow into roles like a VP of Sales at 21.
Handling Rejection, Toxic Clients, and Long Sales Cycles
Cold outreach is only one part of the pain. The other side is rejection, toxic behaviour, and emotional pressure.
Turning “No” into a Metric, Not a Failure
Kirill’s trick is to gamify rejection. Instead of:
- “I must close this deal or I’m a failure.”
He thinks:
- “I need 100 rejections on my list. Each ‘no’ gets me closer to my ‘yes’.”
This mindset:
- Reduces emotional pain
- Makes daily work more sustainable
- Keeps you emotionally neutral even on hard days
When you measure effort and process, not just outcomes, you gain control.
Dealing with Toxic Clients Without Burning Out
One of the most intense stories in the podcast is about a big real estate developer in Cyprus, a client of Kirill’s 3D visualization company.
Key points:
- The client was building a €500,000+ project in a restricted area.
- The project needed permits and was under government scrutiny.
- The architectural 3D model was changed about 27 times in two years.
Each model change meant:
- New visualizations
- New renders
- More work
- New arguments about discounts
At one point, the client called him every morning at 7 a.m. for a week, shouting and threatening to sue in Ukrainian court.
And yet:
- The conflict eventually resolved.
- The relationship turned back into friendship and partnership.
- The client is still working with them.
Kirill’s philosophy on toxic clients:
- Many toxic clients know they’re being toxic.
- If you survive the storm and still deliver value, they usually come back with an apology and money.
- When they shout, he jokes that he and his partner “see money instead of words.”
This doesn’t mean every company should accept abuse. But his approach is clear:
If the margins are high and the deal is worth it, he’s willing to fight through the chaos.
Choosing the Right Company and Product to Sell
As Kirill puts it:
“70% of sales success is the company’s reputation and how sticky the product is.”
Why He Avoids “Non-Sticky” Products Now
Early in his career, he worked for a company with a weak product:
- Low real value
- Little product-market fit
- Hard to explain why anyone should care
It was, in his words, “a mess.”
He learned that:
- Even the best salesperson can’t overcome a bad product forever.
- You burn your energy arguing for something that doesn’t solve a real problem.
- Long-term, that kills your motivation and income.
Now, at this stage of his career, he refuses to join a company that:
- Doesn’t have a strong, useful product
- Has zero brand awareness and no clear value proposition
- Can’t support sales with quality delivery
He still says it’s okay for juniors to start in tough environments. If you’re just beginning:
- You can join a small, messy startup.
- Use it as a sandbox to make mistakes.
- Learn, experiment, and build resilience.
But once you have real skills and some track record, you should move up.
When to Leave a Startup and Move Up
Kirill’s guideline:
- If you have experience and want to make good money,
- You should look for a company that has:
- A clear ICP
- A proven product
- Real demand in the market
Sales is heavily commission-driven. If you can’t sell, you can’t earn. And if the problem is the product, not you, you’re just stuck.
This clarity is part of what helped him rise into roles like VP of Sales at 21 faster than many older reps.
What Truly Motivates Top Salespeople
When asked about motivation, Kirill is very direct:
He’s motivated by two main things: challenge and money.
Work–Money Balance Instead of Work–Life Balance
Kirill openly says:
- For him and his partner, there’s no work–life balance.
- Instead, they live in a work–money balance.
If:
- The deal is big,
- The margins are high,
- And the opportunity is unique,
he’s ready to work almost 24/7.
He even jokes about the dark circles under his eyes at 21. That’s the price he’s willing to pay right now in life.
This doesn’t mean this lifestyle is for everyone, but it explains why some people climb faster in sales than others.
Social Capital: Sales as a Networking Engine
The money is one part. The other is people.
Sales gives Kirill:
- Access to C-level executives
- Partnerships with big brands in real estate, telecom, fintech, logistics, gaming, and airlines
- A personal network spread across Europe, the Middle East, and beyond
He describes:
- Flying to Limassol – 12 meetings in two days.
- Going to Tbilisi for a forum – full weekdays packed with meetings.
- Attending big industry events like Sigma, where he meets existing clients and new prospects face-to-face.
Where others see sales as just closing deals, he sees:
- Social capital being built
- Future opportunities forming
- A long-term web of relationships that will pay him back over years
Managing and Coaching Sales Teams as a Young Leader
Being a VP of Sales at 21 also means leading people who may be older than you.
Kirill manages sales teams in multiple companies:
- Several reps in the telecom business
- A team working in his real estate visualization business
When to Coach a Rep and When to Let Them Go
His process for underperforming reps:
- Talk first, never fire immediately
- Ask: “What’s going on?”
- Look for burnout, personal problems, or misunderstandings.
- Diagnose the real issue
- Maybe they don’t fully grasp the product.
- Maybe they’re using the wrong approach.
- Maybe their motivation is low.
- Give advice and a clear probation window
- 1–2 months with specific focus:
- Learn the product deeply
- Improve scripts
- Increase outreach volume
- 1–2 months with specific focus:
- Support but keep standards
- If nothing changes by the end of the period,
- He believes you should let them go.
Why? Because sales is not for everyone. Some people might be better in:
- Finance
- Operations
- Support
- Other non-sales roles
Keeping someone in the wrong role doesn’t help them or the company.
Respecting Personal Life but Protecting the Funnel
He’s also aware that reps are human:
- One rep was crushed after a breakup, and her performance dropped.
- Another was overwhelmed dealing with European documents and legal issues.
He understands that:
- Personal life sometimes spills over into work.
- In sales, however, you must still show up smiling and positive to the client.
He encourages his reps to:
- Treat the sales environment as a separate box from personal life.
- Seek help, but also protect the client experience.
Step-by-Step: How to Start a Sales Career Early
Inspired by this story and want to try sales yourself? Here’s a practical roadmap.
Skills to Develop Before Your First Sales Job
Even before you apply for a role, focus on:
- Communication
- Practice speaking clearly.
- Work on listening, not just talking.
- English or another international language
- The more markets you can sell to, the bigger your opportunities.
- Basic math & logic
- You don’t need advanced calculus, but you must handle prices, discounts, margins, and simple business cases.
- Social courage
- Start small: talk to strangers in safe contexts, ask questions, speak up in class or at meetups.
- Curiosity about business
- Follow some sales and startup blogs or YouTube channels.
- Example resource: https://www.hubspot.com/sales
First 90 Days Plan for Junior Sales Reps
If you land your first sales job (especially as an SDR), use this simple 90-day plan.
Days 1–30: Learn and Observe
- Understand the product deeply.
- Shadow calls and demos from senior reps.
- Read all internal documentation, playbooks, and case studies.
- Ask “dumb” questions early – later it’s harder.
Days 31–60: Start Hunting
- Begin making your own calls and emails.
- Set metrics:
- X calls per day
- Y emails per day
- Z LinkedIn touches per day
- Start tracking your rejections and reframing them as progress.
Days 61–90: Refine and Own
- Identify what works best for you:
- Certain industries
- Specific scripts or angles
- Take more responsibility in the sales cycle.
- Ask for feedback weekly from your manager.
If you stay consistent for 6–12 months, you’ll build the foundation you need for higher roles later on. Maybe not a VP of Sales at 21, but definitely a fast-growing sales career.
FAQs About Becoming a VP of Sales at 21
1. Is it really possible to become a VP of Sales at 21?
Yes, but it’s rare. You usually need:
- An early start (like 14–15 years old)
- Intense work ethic
- Real results in B2B or complex sales
- The courage to take leadership responsibility very young
Kirill did it by stacking years of experience in a short time.
2. Do I need a business degree to grow in sales?
Not necessarily. In this story, what mattered more was:
- Strong communication skills
- Passion for English, math, and problem-solving
- Real-world practice and closed deals
Degrees can help, but they’re not mandatory.
3. Should I start in B2C or go straight to B2B?
Both can work:
- B2C can build thick skin and basic skills.
- B2B usually offers bigger deals and more structured processes.
If you can, move into B2B once you understand the basics and want to work with business decision-makers.
4. How do you handle toxic clients without losing your mind?
You need:
- Clear boundaries inside your company
- The ability to stay calm when shouted at
- Focus on the business goal – is the deal worth the emotional cost?
If the margins are strong and you can manage it without destroying your health, you can keep them. Otherwise, sometimes it’s okay to walk away.
5. What’s the best motivation for a salesperson: money or mission?
For Kirill, the main motivators are:
- Money (compensation & commissions)
- Challenge and growth
For others, mission and product impact might be more important. Ideally, you find a company where mission and money go together.
6. As a founder, what should I do if a salesperson refuses to work with “difficult” clients?
First:
- Talk to them and understand the reason.
- Coach them on adaptability and objection handling.
If, after guidance and time, they still refuse to work with a large part of your target segment, they might simply not be a good fit for high-pressure sales roles.
Final Thoughts: What Founders and Young Reps Can Learn
The story of a VP of Sales at 21 isn’t about luck. It’s about:
- Starting early and staying curious
- Choosing environments that stretch you
- Being willing to hear “no” hundreds of times
- Picking products and companies that actually solve problems
- Treating sales not just as a job, but as a lifestyle and a powerful networking engine
If you’re young and hungry, you don’t have to wait until you’re 30 to lead. You can start making calls, building relationships, and learning from every rejection right now.
If you’re a founder or VP, this story is a reminder:
- Great salespeople are motivated by money, challenge, and growth.
- They need space to experiment, but also a strong product and clear processes.
- With the right mix of autonomy and support, you might just have your own “VP of Sales at 21” sitting inside your team, waiting for a chance.
Anton Saburov
https://youtube.com/@antonmarketer
