How Many Sales Reps Do You Need To Hit The Plan For The Year?
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Until founders have real help on the ops side, I usually see everyone get wrong the calculation of how many reps they’ll need to hit the plan 12 months out, and next year.?And it’s almost always more than first-time founders think.
You can back into it:
So… If you want to add, say, $10m in net new revenue in the next 12 months, and your deals are, say, $25k in ACV each, and a $600k quota is reasonable:
You’ll need at least:
So here you need 30 sales professionals to add that net $10m in new revenue, even with a $600k quota!
Most founders intuitively think they can get there with half that headcount.
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And with a higher SDR:AE ratio, you may need even a few more heads here.
And again, this is without an outbound team.?This assumes the leads come from marketing, or wherever.?Add however many heads you need here on top of the above.
Whatever the exact number is — for first-time founders at least, I find it’s?probably at least twice what you were thinking.?It seems it’s always like twice what you were thinking.
You’ll also note in this how & why sales efficiency drops over time. In the early days, you don’t need as much management, and your effective yield is often higher. Just scaling here alone will drop your sales efficiency 30%+ even if everything else stays constant.
Plan for that.
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I build smarter systems for growing businesses | Troubleshooting challenges so you scale with ease — Follow for practical insights and solutions
7 个月This is such a good article! Thank you so much. I've just calculated how big of a team size we need in order to hit our revenue goals. ??
Proficient in developing innovative web applications with 4 years of extensive experience, utilizing a wide array of programming languages and frameworks.
1 年great post
CMO, Hypergrowth Advisor, Took Atlassian Public
1 年Love the practical advice and all your blogs! And my reaction to this article as a CMO was "yes but..." Totally agree with your calculations. But it's also dangerous to build a huge plan and hire to fulfill it without having the REAL DEMAND to fill it. "This assumes the leads come from marketing, or wherever" is the one-liner that founders might read and mistakenly believe. I've seen many companies add too many sales reps for their demand (even with marketing pounding it out). In a high performing company, the organic inbound demand should be a high percentage of the total funnel - at Atlassian it was as much as 80-85%! Marketing can pay to reach some people that are the ICP and in-market for the product. But the more "unnatural" growth you want from marketing (or to feed all those hungry sales rep raptors), the more you'll spend on trying to get those leads, you'll find them to be lower quality, have lower conversion and often lower ASP. There's a balance between building too far ahead of your growth and DEMAND using a tops down financial model vs. a bottoms up organic inbound demand-based assessment.
Founder, recovering CEO, tech investor, computer scientist
1 年Nice post. Ramp is also always longer, and it takes ages to get real statistical significance on ramp accuracy. Onboarding, sales ops, training, all super important to impact it. Hanna Bachmann
Award-Winning CEO & Founder @ Dusk Mobile | Field Service Management Reimagined | Advisory and Investment
1 年A big fan of the breakdowns Jason, thanks for dissecting ??