I guess I should elaborate. I was in a similar position for my consulting practice. I hired a sales gun and the wrong person for support. The decision set me back a few months and several thousand, not to mention missed sales revenue as well as opportunity costs. You work hard I'm assuming to create an incredible culture, so it's important that you protect it by choosing your company's leadership very carefully.
A few of the "brass tacks" things I learned:
-make sure to triple check full background
-talk to their previous employers (I wouldn't recommend this in other roles as much but sales is a "people business")
-think about whether or not the products they sold in the past were easy sells or difficult sells (some products sell themselves)
-ensure they have relevant experience (this is a given)
-test the work relationship with small non-binding contracts at first (make sure to include nda and noncompetes)
-make sure they work well with instructions (some of the best leaders areself-governed. This can be both astrength and weakness and has to be mitigated with clear roles, duties, and instruction...basically your process)
That's the general due diligence advice. Onto to the tech savv entrepreneurship part...
I learned that I could automate most of the process. So I did. After knowing my process almost by heart I just built it. Instead of hiring 100 helpers, I decided to build 100 helpers in the form of software. We have incredible tools at our disposal these days to build great business process innovations.
I'm now able to do in a few moments what took me and a sales team about two weeks to complete in the past. At this stage, since you need consistent, reliable, and longterm cash flow so critically I recommend you look into innovating (and integrating these innovations into your business) as much as possible, having strong processes, and only then running due diligence of testing waters to find good sales leadership that fit well within that culture.