What does sales comp look like for an India based team selling into the US?

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.

Getting the Quotas Right for Your SaaS Sales Teams

From SaaSBoomi by Siva Rajamani 10 min read

• Target a 5:1 quota to OTE ratio; below 4:1 something is wrong (600K quota against 120K OTE).
• Ramp time equals sales cycle length plus training time, assuming the rep gets enough MQLs.
• Never set a quota period shorter than the sales cycle, so no monthly quotas on a 90 day cycle.
• About two thirds of reps should land in the 80 to 100 percent attainment band, otherwise the quota is wrong.
• Only worth doing past 1M ARR with product-market fit, and needs 12 months of funnel history.

The counterweight: the POSist co-founder on what to do when your product genuinely cannot be self-serve, including pricing onboarding and support as part of the product rather than giving them away.

AMA with Sakshi Tulsian: Growth strategies for your non-self-serve product

From SaaSBoomi by Shweta Mishra 12 min read

• POSist found inbound beat outbound in the Indian restaurant industry, at the lowest CAC.
• For every rockstar on her sales team, she hired at least seven people.
• $250k ACV can be sold remotely from India, but a $50k deal with non-tech buyers needs you in person.
• Resellers avoid complex solutions, so they only work once demand and brand already exist.
• POSist rewrote the software from scratch to serve enterprise, since value sits in the architecture.

Actual rupee bands for junior, mid and senior SDRs in India, the cost comparison against a US hire, and a hiring process built on live mock calls. The most concrete India SDR numbers we could find in one place.

How to Hire B2B SaaS SDRs in India: Cost and Team Guide

From Wisemonk 16 min read

• A junior SDR in India costs 4.5 to 7 lakh a year; a senior rep or team lead runs 14 to 23 lakh.
• That is roughly 4 to 8 times cheaper than a US SDR at 55K to 60K base and about 90K OTE.
• Budget another 15 to 20 percent on top of gross for statutory employer contributions.
• Plan for about a three month ramp and average SDR tenure near two years.

77 percent of Indian SaaS leaders name ramping critical talent as their biggest challenge, and the piece quantifies how much the GTM talent pool has to grow. Useful context for why your hiring feels harder than the US blogs suggest.

India's Path to SaaS Leadership is Clear, but Challenges Remain

From SaaSBoomi 9 min read

• Indian SaaS is projected at 50 to 70 billion dollars and 4 to 6 percent of the global market by 2030, from about 1 percent today.
• Indian SaaS companies under 5M revenue grow around 50 percent a year versus 150 to 200 percent for global peers.
• Global leaders spend more than 3x as much on go-to-market and 90 percent more on customer success.
• 77 percent of Indian SaaS leaders name ramping critical talent as their biggest challenge, needing 3 to 6 times the current pool.

Short and rare: Indian SaaS founders talking about how they pay enterprise sellers, which is the practical starting point when your team sits in India and the quota is in dollars.

Hiring & Compensation for enterprise SaaS teams

On AIBoomi (formerly SaaSBoomi) 2 min