The test of a good split is not that it is equal, it is that every rep has an equal shot at quota. Balance on potential and workload, so a patch of 40 mid market accounts with real budget and a patch of 400 tiny logos are not both handed a 600k number. Publish the rule you used, whether that is vertical, size band, geography or a hybrid, because a split that looks arbitrary is the fastest way to lose a good rep. Bring reps into the design before you finalise it and grandfather existing open opportunities. Then commit for a full year: reshuffling territories mid year costs more in trust than it recovers in coverage.
4 hand-picked resources, 1 India-specific, 4 link-checked. Pick how you want to dig in.
Why we picked it Territory design treated as a fairness problem: every rep should have an equal shot at quota, which means balancing account potential and workload, not just drawing lines on a map. Includes the segmentation models to choose between.
From Everstage 14 min read
Open everstage.com →Why we picked it Written for Indian SaaS founders by the Everstage CEO, ex Freshworks. It gives the working numbers: quota period must be at least the sales cycle, quota to OTE around 5 to 6x, and two thirds of reps landing between 80 and 100 percent attainment.
From SaaSBoomi by Siva Rajamani 10 min read
Open saasboomi.org →Why we picked it The headcount question answered as arithmetic: revenue target divided by revenue per rep and capacity utilisation, with ramp time and attrition built in. Use it before you sign off next quarter's hiring plan.
From Everstage 12 min read
Open everstage.com →Why we picked it Roughly 47,000 quota carrying reps across 246 companies, with average attainment at 42.7 percent. The number to put in front of a board that thinks your team is underperforming when the quota is what is broken.
From QuotaPath, using RepVue's Cloud Sales Index 8 min read
Open quotapath.com →How comp, quotas and territory reads from a different seat.
The same ground, over in Co-founders, team & legal, our Starting Up track.
