What the SDRs and AEs actually do each day to hit the goal — built backward from the dollar, grounded in 2026 B2B SaaS benchmarks and Salt Lake City comp. Numbers are planning targets to calibrate against reality as we ramp.
Goal: $1M ARR by end of Q1. Assumptions (SMB segment): blended ACV ~$45K → 22 logos; win rate (opportunity→close) 30%; meeting-held→opportunity 50%; show rate 78%; conversation→meeting 15%; cold connect rate 15% (SMB). We assume ~45% of meetings come warm (Built referrals + $300M partner subs + self-serve PQLs) and ~55% from cold outbound — only the cold half drives the dial math.
Benchmarks: connect 12–18% SMB · conv→meeting 10–20% · show 75–80% · mtg→opp 40–60% · SMB win 25–35% (Bridge Group / SyncGTM / Nousu, 2026).
The motion isn't static. As we move up-market, ACVs rise, cycles lengthen, win rates compress, and volume gives way to multi-threaded, white-glove selling.
| Quarter | Segment | Blended ACV | Cycle | Win | Daily focus |
|---|---|---|---|---|---|
| Q1 Elite Wedge | SMB + warm | ~$45K | 30–60d | ~30% | Volume outbound + warm. SDR 40–70 dials; AE 1–2 demos/day |
| Q2 Ent. Pivot | GC $10–500M · Sub $10–250M | ~$150K | 60–120d | ~22% | ABM target lists, SE-paired demos, 3+ stakeholders/account, build white-glove |
| Q3 Flywheel | GC $500M–1.5B · Sub $250M–1B | ~$200K | 90–150d | ~20% | Land-and-expand inside accounts; CS-led sub expansion |
| Q4 Industry Std | GC $2–3B (ENR Top 400) | ~$400K | 150–214d | 15–20% | AI-SDR feeds AEs; exec-sponsored pursuits, 11+ stakeholders |
Cycle/win by ACV: $10–25K ≈ 52d · $50–100K ≈ 112d · $100–250K ≈ 158d · $250K+ ≈ 214d; enterprise win 15–22% (2026 GTM Benchmark Study; SyncGTM).
| Role | Market base | Market OTE / total |
|---|---|---|
| SDR | $50–70K | $65–100K |
| AE (SMB, 0–3 yr) | $70–100K | $140–200K |
| AE (mid-market) | $110–150K | $220–300K |
| AE (enterprise) | $150–190K | $300–380K |
| Sales Engineer | ~$140K | ~$170K |
| CSM | $70–120K | $85–130K |
| Software Engineer | $120–160K | $138K+ (sr $160–210K) |
Cash base only (commission scales with bookings, so it largely self-funds). "Eng" = product engineers beyond the founder.
| Quarter | SDR | AE | SE | CSM | Eng | Annualized base* |
|---|---|---|---|---|---|---|
| Q1 | 2 | 2 | 0 | 0 | 2 | ~$640K |
| Q2 | 4 | 4 | 1 | 1 | 3 | ~$1.4M |
| Q3 | 6 | 6 | 2 | 2 | 4 | ~$2.3M |
| Q4 | 8 | 8 | 3 | 3 | 5 | ~$3.2M |
*Base at Brock's structure (~$50K SDR/AE, ~$130K SE, ~$80K CSM, ~$140K eng). At Q4 run-rate, GTM + eng base ≈ $3.2M against $100M ARR ≈ ~3% of revenue — extremely capital-efficient. Commission on top scales with closed bookings.
Wiz went $1M → $100M ARR in 18 months. Their constraint was never demand — it was sales capacity. Full rep calendars meant under-capacity, not "at capacity." The right move was to hire ahead and raise targets, not sandbag. We run hiring the same way: a flexible, demand-responsive engine re-forecast weekly.
| Hiring dial | What it tells us | When demand > capacity |
|---|---|---|
| Interviews / week | Top of the recruiting funnel | Increase immediately |
| Résumés processed / week | Sourcing throughput | Add a recruiter / sourcing spend |
| Reps ramped / week | Productive-capacity added | Pull hiring forward a quarter |