Sales Planning & Compensation
Start the year on math the whole team can stand behind.
A defensible revenue target and capacity model, a quota model reps believe, and a balanced territory map, so growth runs on a plan, not a number handed down in January.
Is our number actually reachable with the team we have, and is everyone's quota fair?
Too many plans are a board number divided by headcount and hope. When the target was never reconciled against real capacity, and quotas and territories feel arbitrary, reps disengage and leadership can't defend the plan when it slips. Sales Planning builds the number from the bottom up, proves it is reachable, and distributes it in a way the room accepts.
What's included
Revenue plan and targets
A target that reconciles the top-down board number against a bottom-up build from pipeline, win rate, and ACV, so the goal is grounded in evidence.
Capacity and ramp model
A model showing whether the target is reachable with current and planned headcount, accounting for ramp time, attrition, and coverage ratios.
Quota model
A quota methodology with per-rep allocations and a deliberate coverage ratio, designed so reps believe the number and leadership can defend it.
Territory map
A territory map balanced on potential, with documented rules of engagement and a coverage model tying roles to segments, accounts, and motions.
How it works
- 1
Reconcile the number
We build the revenue plan top-down and bottom-up and resolve the gap, so the target is defensible before anything is allocated.
- 2
Model capacity
We pressure-test the target against headcount, ramp, and coverage, surfacing where the plan is short of the people to deliver it.
- 3
Allocate and document
We set quotas and design balanced territories with written rules of engagement, so the distribution holds up to scrutiny.
What you walk away with
- A revenue target reconciled top-down and bottom-up
- A capacity and ramp model proving the number is reachable
- A quota model reps accept and leadership can defend
- A balanced territory map with documented rules of engagement
Frequently asked
- When should we run this?
- Ahead of an annual planning cycle is ideal, but a mid-year reset is common when a plan has lost the room's trust or headcount has shifted materially.
- Do we need a Go-to-Market strategy first?
- It is not required, but a scored ICP and segmentation make the capacity and coverage math far sharper, because you are planning against a sized, tiered market rather than a flat account list.
Plan the org before the demand engine runs
Book a consultation to build a sales plan your team believes and leadership can defend.
Where this leads next
Incentive Compensation
Design and cost the comp plan that pays against these quotas, modeled across the attainment curve.
Explore the projectDemand & Acquisition
Build the inbound, marketing, and outbound engine that fills the plan you just set.
Explore the package