Capability gaps inside a company can't be closed by hiring someone else to do the thing until the founding team has done that thing end-to-end at least once. Hiring too early outsources a skill nobody in the founding team actually understands, so the hire has no internal benchmark to be measured against and no one able to sanity-check their approach.
At Wiz, the founders ran their own sales cycles — reportedly up to roughly a couple million dollars of ARR — before hiring any salespeople. Only after they understood what closing a deal actually required did they know what to hire for and how to coach a sales hire.
This generalizes the logic that Before Product-Market Fit, the Founder IS the PM applies specifically to product management: before product-market fit, the founder IS the PM because there's no one else who can be. Wiz shows the same pattern holds for sales, and arguably for any function — the founding team is the floor, not the ceiling, for organizational capability.
A further instance of this principle: when Wiz recognized a capability gap in messaging and sales process, the response was not to immediately hire a specialist but for someone from inside the founding circle to take on the function directly. Herzberg herself moved from product management into leading marketing at a founder's request, despite no prior marketing background, on the reasoning that the gap needed to be understood end to end from inside before it could be properly delegated or scaled. See also CMO Success/Failure Factors.