Sales & Revenue Operations

Workspace Context

Read bootstrap context before asking questions: strategy/brand.md for brand, audience, offer, channels, tools, constraints, and metrics; about/me.md for personal voice; content/ideas.md and content/calendar.md for content planning. Use legacy product-marketing context files only as fallback. Save generated drafts to content/<platform>/drafts/YYYY-MM-DD_short-topic-slug.md, and route durable learnings back to strategy/brand.md, about/me.md, or content/ideas.md.

Operating Contract

This skill is self-contained for its frontmatter scope: use its local instructions, references, scripts, and assets as the playbook; ask only for missing task-specific inputs; hand off to adjacent skills instead of expanding scope; and return an actionable artifact, decision, plan, draft, or diagnostic.

Full-stack sales playbook: founder-led sales, team building, enterprise deals, RevOps, ICP definition, buyer personas, and compensation design.

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Quick Start

1. Assess stage — Founder-led, first reps, or scaling?
2. Define motion — Inbound, outbound, PLG, or hybrid?
3. Build ICP — Who are you selling to?
4. Design process — Discovery → Demo → Close
5. Instrument RevOps — Lead lifecycle, scoring, routing

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ICP & Buyer Persona

ICP Stack (build bottom-up)

┌─────────────────────────────┐
│       BUYING CENTER          │ ← All decision stakeholders
├─────────────────────────────┤
│       USER PERSONA           │ ← Daily user
├─────────────────────────────┤
│       BUYER PERSONA          │ ← Signs the check
├─────────────────────────────┤
│       COMPANY PROFILE        │ ← Firmographics
└─────────────────────────────┘

Company Profile: industry/vertical, size (employees/revenue), stage, geography, tech stack

Buyer Persona: title/role, seniority, goals & KPIs, decision authority, what they care about

User Persona: daily workflow, pain points, tech savviness

Buying Center Roles: Champion, Economic Buyer, Technical Evaluator, End User, Blocker

ICP Scoring

The 50-Company Test

List 50 specific companies that fit. Find the buyer's name at 20 of them. Reach out to 10. If you can't do this, your ICP isn't specific enough.

For full persona canvases, buying center maps, interview questions, and fit scoring: see references/full-guide.md

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Founder-Led Sales

Core principles:

• The founder IS the product — your credibility closes deals early competitors can't
• Your biggest competitor is indecision (40-60% of B2B purchases end in no decision)
• Sell before you build — Figma mockups can secure first customers
• Close the laptop — focus on diagnosis, not demos
• Book next meeting on the current one to maintain momentum

When to hire: Wait until ~$1M ARR and a repeatable process. Hire in pairs — you need an A/B test.

Hiring framework:

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Enterprise Sales

Buying committee roles: Champion (internal advocate), Economic Buyer (signs), Technical Buyer (evaluates), End User (uses daily), Blocker (can say no)

JOLT method for indecision:

1. Judge level of indecision
2. Offer a firm recommendation
3. Limit exploration by building trust
4. Take risk off the table — de-risk the deal

Key tactics:

• Identify and arm the champion — they sell internally for you
• Address FOMU (Fear Of Making a Mistake), not just FOMO
• Make procurement's job easy — prepare all documentation upfront

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Sales Qualification

BANT: Budget · Authority · Need · Timeline

MEDDIC: Metrics · Economic Buyer · Decision Criteria · Decision Process · Identify Pain · Champion

Rule: Qualify ruthlessly. "No" is a successful outcome. Disqualify on the first call if fit isn't there.

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Sales Enablement

Sales Deck (10-12 slides)

1. Current World Problem, 2. Cost of the Problem, 3. The Shift Happening, 4. Your Approach, 5. Product Walkthrough (3-4 workflows), 6. Proof Points, 7. Case Study, 8. Implementation, 9. ROI/Value, 10. Pricing Overview, 11. Next Steps/CTA

Demo Structure

Opening (2 min) → Discovery Recap (3 min) → Solution Walkthrough (15-20 min) → Interaction → Close (5 min)

Objection Handling

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Revenue Operations

Lead Lifecycle Stages

MQL = Fit Score (who they are) + Engagement Score (what they do). Neither alone qualifies.

MQL-to-SQL SLA: Contact within 4 hours; qualify or reject within 48 hours.

Lead Scoring

Explicit (fit): Company size, industry, title, tech stack

Implicit (engagement): Pricing page visits, demo requests, email clicks, product usage

Negative: Competitor domains, student emails, unsubscribes

Lead Routing Methods

Speed-to-lead: Contact within 5 minutes = 21x more likely to qualify. After 30 minutes, conversion drops 10x.

For routing decision trees and automation playbooks: see references/routing-rules.md, references/automation-playbooks.md

Pipeline Stage Hygiene

• Enforce required fields per stage to block advancement with bad data
• Flag stale deals (2x average time in stage) automatically
• Alert on stage skips (Qualified → Proposal without Discovery)
• Require reason codes on close date pushes

RevOps Metrics

For scoring models and lifecycle definitions: see references/scoring-models.md, references/lifecycle-definitions.md

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Sales Compensation

Standard structure: 50% base / 50% variable (OTE). This is a starting point, not a law.

Modern comp plans align with customer outcomes, not just bookings. Reps who close churny deals should earn less than those who close sticky customers.

Ramp periods: 3-6 months for SMB, 6-12 months for enterprise. Provide guaranteed draw or reduced quotas during ramp.

Simplicity rule: If reps can't instantly calculate how an action affects their pay, the plan is too complex.

Common mistakes:

• Incentivizing only bookings without customer quality
• Over-complicated plans with too many variables
• No ramp protection for new hires
• Ignoring churn in comp design

For detailed comp frameworks: see references/guest-insights.md

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Sales Metrics

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Related Skills

• outbound-email-strategy — Cold outreach
• pricing-strategy — Pricing decisions
• go-to-market-strategy — Full launch planning

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Supporting file: references/automation-playbooks.md

Automation Playbooks

Platform-specific workflow recipes for HubSpot, Salesforce, scheduling tools, and cross-tool automation.

HubSpot Workflow Recipes

1. MQL Alert and Assignment

Name: MQL Notification and Task Creation Trigger: Contact property "Lifecycle Stage" is changed to "Marketing Qualified Lead" Actions:

1. Rotate contact owner among sales team (round-robin)
2. Send internal email notification to contact owner with lead context
3. Create task: "Follow up with [Contact Name]" — due in 4 hours
4. Send Slack notification to #sales-alerts channel
5. Enroll in "MQL Follow-Up" sequence (if using HubSpot Sequences) Outcome: Every MQL gets assigned instantly with a clear SLA Notes: Set enrollment criteria to exclude leads already owned by a rep

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2. MQL SLA Escalation

Name: MQL SLA Breach Alert Trigger: Contact property "Lifecycle Stage" equals "MQL" AND "Days since last contacted" is greater than 0.5 (12 hours) Actions:

1. Send internal email to contact owner: "SLA warning: [Contact Name] has not been contacted"
2. If still no activity after 24 hours → send alert to sales manager
3. If still no activity after 48 hours → reassign contact owner via rotation
4. Create task for new owner: "Urgent: Contact [Contact Name] — reassigned due to SLA breach" Outcome: No MQL goes unworked for more than 48 hours Notes: Exclude contacts where last activity type is "Call" or "Meeting" (already engaged)

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3. Lead Scoring Update and MQL Promotion

Name: Auto-MQL on Score Threshold Trigger: Contact property "HubSpot Score" is greater than or equal to 65 Actions:

1. Set lifecycle stage to "Marketing Qualified Lead"
2. Set "MQL Date" to current date
3. Suppress from marketing nurture workflows
4. Trigger MQL Alert workflow (recipe #1) Outcome: Leads automatically promote to MQL when they hit the scoring threshold Notes: Add suppression list for existing customers and competitors

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4. Meeting Booked Notification

Name: Meeting Booked Alert to AE Trigger: Meeting activity is logged for contact (via Calendly/HubSpot meetings) Actions:

1. Send internal email to contact owner with meeting details
2. Update contact property "Last Meeting Booked" to current date
3. If lifecycle stage is "Lead" → update to "MQL"
4. Create task: "Prepare for meeting with [Contact Name]" — due 1 hour before meeting
5. Send Slack notification to #meetings channel Outcome: AEs are prepared for every meeting with full context Notes: Include recent page views and content downloads in notification email

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5. Closed-Won Handoff to CS

Name: Customer Onboarding Trigger Trigger: Deal stage is changed to "Closed Won" Actions:

1. Update associated contact lifecycle stage to "Customer"
2. Set "Customer Since" date to current date
3. Assign contact owner to CS team member (based on segment/territory)
4. Create task for CS: "Schedule kickoff call with [Company Name]" — due in 2 business days
5. Enroll contact in "Customer Onboarding" email sequence
6. Send internal notification to CS manager
7. Remove from all sales sequences Outcome: Seamless handoff from sales to customer success Notes: Include deal notes, contract value, and key stakeholders in CS notification

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6. Stale Deal Alert

Name: Pipeline Hygiene — Stale Deal Detection Trigger: Deal property "Days in current stage" is greater than [2x average for that stage] Actions:

1. Send internal email to deal owner: "Deal stale alert: [Deal Name] has been in [Stage] for [X] days"
2. Create task: "Update or close [Deal Name]" — due in 3 business days
3. If no update after 7 days → alert sales manager
4. Add to "Stale Deals" dashboard list Outcome: Pipeline stays clean and forecast stays accurate Notes: Customize thresholds per stage (Discovery: 14 days, Proposal: 10 days, Negotiation: 21 days)

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7. Recycled Lead Nurture Re-Entry

Name: MQL Recycling to Nurture Trigger: Contact property "Sales Rejection Reason" is known (any value) Actions:

1. Update lifecycle stage to "Recycled"
2. Reset engagement score to baseline (keep fit score)
3. Enroll in "Recycled Lead Nurture" sequence (lower frequency)
4. Set "Recycle Date" to current date
5. Set re-enrollment trigger: if HubSpot Score exceeds threshold again, re-trigger MQL workflow Outcome: Rejected leads get a second chance without clogging the pipeline Notes: Track recycled-to-MQL conversion rate as a separate metric

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8. Lead Activity Digest

Name: Daily Lead Activity Summary Trigger: Scheduled — daily at 8:00 AM local time Actions:

1. Filter contacts: lifecycle stage is "SQL" or "Opportunity" AND had website activity in last 24 hours
2. Send digest email to each contact owner with their leads' activity
3. Include: pages visited, content downloaded, emails opened/clicked Outcome: Sales reps start each day knowing which leads are active Notes: Only include leads with meaningful activity (exclude single homepage visits)

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Salesforce Flow Equivalents

1. MQL Alert and Assignment (Salesforce Flow)

Type: Record-Triggered Flow Object: Lead Trigger: Lead field "Status" is changed to "MQL" Flow steps:

1. Get Records: Query "Rep Assignment" custom object for next available rep
2. Update Records: Set Lead Owner to assigned rep
3. Create Records: Create Task — "Contact MQL: {Lead.Name}" with due date = NOW + 4 hours
4. Action: Send email alert to new lead owner
5. Update Records: Update "Rep Assignment" last-assigned timestamp Notes: Use a custom "Rep Assignment" object to manage round-robin state

2. SLA Escalation (Salesforce Flow)

Type: Scheduled-Triggered Flow Schedule: Every 4 hours during business hours Flow steps:

1. Get Records: Leads where Status = "MQL" AND LastActivityDate < TODAY - 1
2. Decision: Is lead older than 48 hours with no activity?
   • YES → Reassign to next rep, create urgent task, alert manager
   • NO → Send reminder email to current owner Notes: Pair with Process Builder for real-time alerts on initial assignment

3. Pipeline Stage Automation (Salesforce Flow)

Type: Record-Triggered Flow Object: Opportunity Trigger: Stage field is updated Flow steps:

1. Decision: Which stage was it changed to?
2. For each stage:
   • Discovery: Create task "Complete discovery questionnaire"
   • Demo: Create task "Prepare demo environment"
   • Proposal: Create task "Send proposal" + alert deal desk if ACV > $25K
   • Closed Won: Trigger CS handoff (create Case, assign CS owner, send welcome email)
   • Closed Lost: Create task "Log loss reason" + add to win/loss analysis report

4. Stale Deal Detection (Salesforce Flow)

Type: Scheduled-Triggered Flow Schedule: Daily at 7:00 AM Flow steps:

1. Get Records: Open Opportunities where Days_In_Stage > Stage_SLA_Threshold
2. Loop through results:
   • Create Task: "Update stale deal: {Opportunity.Name}"
   • Send email to Opportunity Owner
   • If Days_In_Stage > 2x threshold → send email to Owner's Manager
3. Update custom field "Stale Flag" = true for dashboard visibility

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Calendly / SavvyCal Integration Patterns

Round-Robin Meeting Scheduling

Calendly setup:

1. Create a team event type with all eligible reps
2. Distribution: "Optimize for equal distribution"
3. Availability: Each rep manages their own calendar
4. Buffer: 15 min before and after meetings
5. Minimum notice: 4 hours (avoid last-minute bookings)

CRM integration:

1. Calendly webhook fires on booking
2. Match invitee email to CRM contact
3. If contact exists → assign meeting to contact owner (override round-robin if owned)
4. If new contact → create lead, assign via routing rules, log meeting
5. Set lifecycle stage to MQL (meeting = high intent)

SavvyCal Setup

Advantages over Calendly:

• Priority-based scheduling (prefer certain time slots)
• Overlay calendars (show team availability in one view)
• Personalized booking links per rep

Integration pattern:

1. Create team scheduling link with priority rules
2. Webhook on booking → Zapier/Make → CRM
3. Match or create contact, assign owner, create task
4. Send confirmation with meeting prep materials

Meeting Routing by Criteria

Booking form submitted
├─ Company size > 500? (form field)
│  ├─ YES → Route to enterprise AE calendar
│  └─ NO ↓
├─ Existing customer? (CRM lookup)
│  ├─ YES → Route to account owner's calendar
│  └─ NO ↓
└─ Round-robin across SDR team

No-Show Workflow

Trigger: Meeting time passes + no meeting notes logged within 30 minutes Actions:

1. Wait 30 minutes after scheduled meeting time
2. Check: Was a call or meeting logged?
   • YES → No action
   • NO → Send "Sorry we missed you" email to prospect
3. Create task: "Reschedule with [Contact Name]" — due next business day
4. If second no-show → flag contact and alert manager

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Zapier Cross-Tool Patterns

1. New Lead → CRM + Slack + Task

Trigger: New form submission (Typeform, HubSpot, Webflow) Actions:

1. Create/update contact in CRM
2. Enrich with Clearbit (if available)
3. Post to Slack #new-leads with enriched data
4. Create task in project management tool (Asana, Linear)

2. Meeting Booked → CRM + Prep Email

Trigger: New Calendly/SavvyCal booking Actions:

1. Find or create CRM contact
2. Update lifecycle stage to MQL
3. Send prep email to assigned rep (include CRM link, LinkedIn profile, recent activity)
4. Create pre-meeting task

3. Deal Closed → Onboarding Stack

Trigger: CRM deal stage changed to "Closed Won" Actions:

1. Create customer record in CS tool (Vitally, Gainsight, ChurnZero)
2. Add to onboarding project template
3. Send welcome email via email tool
4. Create Slack channel: #customer-[company-name]
5. Notify CS team in Slack

4. Lead Scoring → Cross-Tool Sync

Trigger: CRM lead score crosses MQL threshold Actions:

1. Update marketing automation platform status
2. Add to retargeting audience (Facebook, Google Ads)
3. Trigger SDR outreach sequence
4. Log event in analytics (Mixpanel, Amplitude)

5. SLA Breach → Multi-Channel Alert

Trigger: CRM task overdue (MQL follow-up task) Actions:

1. Send Slack DM to rep
2. Send email to rep
3. If 2+ hours overdue → Slack DM to manager
4. If 4+ hours overdue → reassign in CRM (via webhook back to CRM)

6. Weekly Pipeline Digest

Trigger: Schedule — every Monday at 8:00 AM Actions:

1. Query CRM for pipeline summary (total value, new deals, stale deals, expected closes)
2. Format as summary
3. Post to Slack #sales-team
4. Send email digest to sales leadership

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Supporting file: references/full-guide.md

Startup ICP Definer - Full Guide

The Framework: ICP Stack

┌─────────────────────────────────────────┐
│         BUYING CENTER                    │
│    (All people in the decision)          │
├─────────────────────────────────────────┤
│         USER PERSONA                     │
│    (Who uses it daily)                   │
├─────────────────────────────────────────┤
│         BUYER PERSONA                    │
│    (Who signs the check)                 │
├─────────────────────────────────────────┤
│         COMPANY PROFILE                  │
│    (The organization)                    │
└─────────────────────────────────────────┘

Build from bottom up. Define the company first, then the buyer, then the user, then the full buying center.

Detailed Execution Workflow

Step 1: Company Profile Definition

Ask the user:

What type of company is your ideal customer?

1. What industry or vertical?
2. What company size? (Employees or revenue)
3. What company stage? (Startup, growth, enterprise)
4. What geography?
5. What technology stack or tools do they use?
6. What business model? (B2B, B2C, marketplace)

Company Profile Template:

Example:

Industry: B2B SaaS companies
Size: 50-500 employees
Stage: Series A to Series C
Geography: US, UK, Western Europe
Tech Stack: Salesforce, HubSpot, Slack
Business Model: Recurring revenue software

Step 2: Problem Segmentation

Not all companies in your profile have the same pain intensity.

Ask the user:

What triggers a company to seek your solution?

1. What event creates urgency? (Growth, pain, mandate)
2. What symptoms indicate they need you?
3. What makes some companies better fits than others?
4. What situations make them NOT a fit?

Trigger Events:

Common B2B Triggers:

• Rapid headcount growth
• New executive hire
• Failed with competitor product
• Compliance/regulatory requirement
• Major customer demand
• Funding event (just raised)
• Manual process breaking down
• Integration with new tool

Step 3: Buyer Persona Definition

The buyer = the person who signs the check.

Ask the user:

Who is the buyer in your ICP?

1. What's their title/role?
2. What's their seniority level?
3. What are their goals and KPIs?
4. What are their frustrations?
5. What's their decision-making authority?
6. What do they care about most? (Cost, time, risk, outcomes)

Buyer Persona Canvas:

┌─────────────────────────────────────────────────┐
│ BUYER PERSONA: [Title]                          │
├─────────────────────────────────────────────────┤
│ Title: [Exact title]                            │
│ Reports to: [Boss's role]                       │
│ Team size: [X people]                           │
├─────────────────────────────────────────────────┤
│ Goals:                                          │
│ • [Goal 1]                                      │
│ • [Goal 2]                                      │
│ • [Goal 3]                                      │
├─────────────────────────────────────────────────┤
│ Frustrations:                                   │
│ • [Frustration 1]                               │
│ • [Frustration 2]                               │
│ • [Frustration 3]                               │
├─────────────────────────────────────────────────┤
│ Success Metrics:                                │
│ • [KPI 1]                                       │
│ • [KPI 2]                                       │
├─────────────────────────────────────────────────┤
│ Decision Authority: [Budget they can approve]   │
│ Decision Process: [How they buy]                │
└─────────────────────────────────────────────────┘

Step 4: User Persona Definition

The user = the person who uses it daily (may differ from buyer).

Ask the user:

Who actually uses your product day-to-day?

1. What's their title/role?
2. What's their daily workflow?
3. What tasks do they do that involve your product?
4. What frustrates them about current process?
5. What would make their day easier?
6. How tech-savvy are they?

User Persona Canvas:

┌─────────────────────────────────────────────────┐
│ USER PERSONA: [Title]                           │
├─────────────────────────────────────────────────┤
│ Title: [Exact title]                            │
│ Reports to: [Usually the buyer]                 │
│ Daily tasks: [What they do]                     │
├─────────────────────────────────────────────────┤
│ Current Process:                                │
│ • [Step 1 of how they do it today]              │
│ • [Step 2]                                      │
│ • [Step 3]                                      │
├─────────────────────────────────────────────────┤
│ Pain Points:                                    │
│ • [Pain 1 - What's broken]                      │
│ • [Pain 2 - What's slow]                        │
│ • [Pain 3 - What's frustrating]                 │
├─────────────────────────────────────────────────┤
│ Desired Outcome:                                │
│ [What would make their life better]             │
├─────────────────────────────────────────────────┤
│ Tech Comfort: [Low/Medium/High]                 │
│ Adoption Pattern: [Early adopter/Mainstream]    │
└─────────────────────────────────────────────────┘

Step 5: Buying Center Mapping

In B2B, multiple people influence the decision.

Ask the user:

Who else is involved in the buying decision?

1. Who initiates the search for a solution?
2. Who evaluates options?
3. Who influences the decision?
4. Who can block or veto?
5. Who approves the budget?
6. Who implements/onboards?

Buying Center Roles:

Buying Center Map:

                    ┌──────────────┐
                    │   CEO/CFO    │ ← Final approval
                    │ (Eco. Buyer) │   for large deals
                    └──────┬───────┘
                           │
              ┌────────────┼────────────┐
              │            │            │
       ┌──────┴──────┐  ┌──┴───┐  ┌────┴─────┐
       │  VP Sales   │  │  IT  │  │  Legal   │
       │ (Champion)  │  │(Tech │  │(Blocker) │
       └──────┬──────┘  │Eval) │  └──────────┘
              │         └──────┘
       ┌──────┴──────┐
       │  Sales Rep  │
       │ (End User)  │
       └─────────────┘

Step 6: Pain Point Hierarchy

Not all pains are created equal.

Ask the user:

Rank your customer's pain points:

1. What pain is most urgent?
2. What pain costs them the most money?
3. What pain is most frequent?
4. What pain are they actively trying to solve?

Pain Hierarchy Framework:

Scoring: H=3, M=2, L=1, Y=+2, N=0 Focus on pains scoring 8+ first.

Step 7: ICP Validation Interview Guide

Validate your ICP with real conversations.

Ask the user:

How will you validate this ICP?

1. Do you have access to people matching this profile?
2. Have you talked to 10+ people in this segment?
3. What questions will you ask to validate?

Interview Question Bank:

Step 8: ICP Narrowing Criteria

Start narrow, expand later.

Ask the user:

Which constraints help you focus?

1. What makes a company a PERFECT fit?
2. What makes them a GOOD fit?
3. What makes them a BAD fit?
4. What's a disqualifier?

Fit Scoring Framework:

Output Format Template

# ICP Definition: [Product Name]

## Executive Summary

**Target Company:** [One-line description]
**Primary Buyer:** [Title]
**Primary User:** [Title]
**Key Pain:** [Core problem]
**Urgency Level:** [High/Medium/Low]

## Company Profile

### Ideal Company

| Attribute | Definition | Rationale |
|-----------|------------|-----------|
| Industry | [Vertical] | [Why] |
| Size | [Range] | [Why] |
| Stage | [Stage] | [Why] |
| Geography | [Regions] | [Why] |
| Tech Stack | [Tools] | [Why] |
| Business Model | [Type] | [Why] |

### Trigger Events

| Trigger | Description | Urgency |
|---------|-------------|---------|
| [Trigger 1] | [What happens] | [High/Med/Low] |
| [Trigger 2] | [What happens] | [High/Med/Low] |
| [Trigger 3] | [What happens] | [High/Med/Low] |

### Fit Criteria

| Criterion | Perfect Fit | Good Fit | Disqualifier |
|-----------|-------------|----------|--------------|
| [Criterion 1] | [Definition] | [Definition] | [Definition] |
| [Criterion 2] | [Definition] | [Definition] | [Definition] |
| [Criterion 3] | [Definition] | [Definition] | [Definition] |

## Buyer Persona

### [Title] - The Economic Buyer

**Profile:**
- Title: [Exact title]
- Reports to: [Boss role]
- Team size: [X people]
- Decision authority: $[X] - $[Y]

**Goals:**
1. [Goal 1]
2. [Goal 2]
3. [Goal 3]

**Frustrations:**
1. [Frustration 1]
2. [Frustration 2]
3. [Frustration 3]

**Success Metrics:**
- [KPI 1]
- [KPI 2]

**How They Buy:**
- [Step 1 in their process]
- [Step 2]
- [Step 3]

**What Matters Most:**
- [ ] Cost savings
- [ ] Time savings
- [ ] Risk reduction
- [ ] Revenue growth
- [ ] Team efficiency

## User Persona

### [Title] - The Daily User

**Profile:**
- Title: [Exact title]
- Reports to: [Buyer usually]
- Tech comfort: [Low/Medium/High]

**Daily Workflow:**
1. [Task 1]
2. [Task 2]
3. [Task 3]

**Current Process (Without Your Product):**
1. [How they do it now - Step 1]
2. [Step 2]
3. [Step 3]
4. [Where it breaks down]

**Pain Points:**
1. [Pain 1] — [Impact]
2. [Pain 2] — [Impact]
3. [Pain 3] — [Impact]

**Desired Outcome:**
[What success looks like for them]

## Buying Center

### Stakeholder Map

| Role | Typical Title | Power Level | How to Win Them |
|------|---------------|-------------|-----------------|
| Champion | [Title] | [High/Med/Low] | [Strategy] |
| Economic Buyer | [Title] | [High] | [Strategy] |
| Technical Evaluator | [Title] | [Medium] | [Strategy] |
| End User | [Title] | [Low-Med] | [Strategy] |
| Potential Blocker | [Title] | [Medium] | [Strategy] |

### Decision Process

**Typical buying journey:**
1. [Step 1 - How they discover]
2. [Step 2 - How they evaluate]
3. [Step 3 - How they decide]
4. [Step 4 - How they implement]

**Average sales cycle:** [X weeks/months]

## Pain Hierarchy

| Rank | Pain | Urgency | Cost | Frequency | Score |
|------|------|---------|------|-----------|-------|
| 1 | [Pain] | [H/M/L] | [H/M/L] | [H/M/L] | [X] |
| 2 | [Pain] | [H/M/L] | [H/M/L] | [H/M/L] | [X] |
| 3 | [Pain] | [H/M/L] | [H/M/L] | [H/M/L] | [X] |

**Primary pain to lead with:** [#1 Pain]

## Validation Status

| Validation | Status | Notes |
|------------|--------|-------|
| 10+ interviews completed | [✓/✗] | [Count] |
| Pain confirmed | [✓/✗] | [Evidence] |
| Budget confirmed | [✓/✗] | [Evidence] |
| Buying process understood | [✓/✗] | [Evidence] |
| Design partners identified | [✓/✗] | [Names] |

## How to Find Them

### Where They Hang Out
- [Platform/community 1]
- [Platform/community 2]
- [Events/conferences]

### How to Identify Them
- [Signal 1 - Job posting, tech stack, etc.]
- [Signal 2]
- [Signal 3]

### Outreach Angles
- [Message angle 1]
- [Message angle 2]

## Anti-Personas (Who NOT to Target)

| Type | Why They're Bad Fits |
|------|---------------------|
| [Type 1] | [Reason - no budget, wrong problem, etc.] |
| [Type 2] | [Reason] |
| [Type 3] | [Reason] |

## ICP Evolution Plan

**Current Focus (Now):**
- [Narrow segment to win first]

**Phase 2 (After PMF):**
- [Adjacent segment to expand into]

**Phase 3 (Scale):**
- [Broader market]

## Next Steps

- [ ] Validate with 10 more interviews
- [ ] Identify 5 design partners from this ICP
- [ ] Build outreach list of 100 matching companies
- [ ] Create messaging for each persona

Common Mistakes to Avoid

1. Too broad: "All companies" is not an ICP
2. Too narrow: "Left-handed CEOs in Iowa" is too small
3. Buyer/User confusion: They're often different people
4. Ignoring buying center: Multiple people matter
5. Assuming, not validating: Talk to real customers
6. Static ICP: It should evolve with learnings
7. Feature-led personas: Define by problems, not features
8. Skipping anti-personas: Know who NOT to target

---

Supporting file: references/guest-insights.md

Sales Compensation Design - All Guest Insights

2 guests, 2 mentions

---

Jason M Lemkin

Jason M Lemkin

"It's usually 50/50, right? 50% base, 50% bonus for a sales rep."

Insight: The guest provides specific tactical advice on OTE ratios, base/bonus splits, and ramping strategies for early sales hires.

Sahil Mansuri

Sahil Mansuri

"Sales comp plans are stuck in the stone ages... What we haven't done is built a modern technical sales compensation plan that actually aligns the needs and incentives of the business, the customer and the rep."

Insight: The guest provides a deep, technical critique of the standard 50-50 OTE split and offers a specific framework for aligning sales pay with long-term retention and net dollar retention.

---

Supporting file: references/lifecycle-definitions.md

Lifecycle Stage Definitions

Complete templates for lead lifecycle stages, MQL criteria by business type, SLAs, and rejection/recycling workflows.

Stage Templates

Subscriber

Entry criteria:

• Opted in to blog, newsletter, or content updates
• No company information required

Exit criteria:

• Provides company information via form or enrichment
• Visits 3+ pages in a session
• Downloads gated content

Owner: Marketing (automated)

Actions on entry:

• Add to newsletter nurture
• Begin tracking engagement score

---

Lead

Entry criteria:

• Identified contact with name + email + company
• May come from form fill, enrichment, or import

Exit criteria:

• Reaches MQL threshold (fit + engagement)
• Manually qualified by marketing/SDR

Owner: Marketing

Actions on entry:

• Enrich contact data (company size, industry, role)
• Begin scoring
• Add to relevant nurture sequence

---

MQL (Marketing Qualified Lead)

Entry criteria:

• Meets fit score threshold AND engagement score threshold
• OR triggers high-intent action (demo request, pricing page + form fill)

Exit criteria:

• Sales accepts (becomes SQL)
• Sales rejects (recycled to nurture with reason code)
• No response within SLA (escalated to manager)

Owner: Marketing → Sales (handoff)

Actions on entry:

• Instant alert to assigned sales rep
• Create follow-up task with 4-hour SLA
• Pause marketing nurture sequences
• Log all recent activity for sales context

---

SQL (Sales Qualified Lead)

Entry criteria:

• Sales rep has had qualifying conversation
• Confirmed: budget, authority, need, or timeline (at least 2 of 4)

Exit criteria:

• Opportunity created with projected value
• Disqualified (recycled with reason code)

Owner: Sales (SDR or AE)

Actions on entry:

• Update lifecycle stage in CRM
• Notify AE if SDR-qualified
• Begin sales sequence if not already in conversation

---

Opportunity

Entry criteria:

• Formal opportunity created in CRM
• Deal value, close date, and stage assigned

Exit criteria:

• Closed-won or closed-lost

Owner: Sales (AE)

Actions on entry:

• Add to pipeline reporting
• Create deal tasks (proposal, demo, etc.)
• Notify CS if deal is likely to close

---

Customer

Entry criteria:

• Closed-won deal
• Contract signed and payment terms set

Exit criteria:

• Churns, expands, or renews

Owner: Customer Success / Account Management

Actions on entry:

• Trigger onboarding sequence
• Assign CS manager
• Schedule kickoff call
• Remove from all sales sequences

---

Evangelist

Entry criteria:

• NPS score 9-10, or active referral behavior
• Agreed to case study, testimonial, or referral program

Exit criteria:

• Ongoing program participation

Owner: Customer Success + Marketing

Actions on entry:

• Add to advocacy program
• Request case study or testimonial
• Invite to referral program
• Feature in marketing campaigns (with permission)

---

MQL Criteria Templates by Business Type

PLG (Product-Led Growth)

Fit score (40% weight):

Engagement score (60% weight) — weight product usage heavily:

MQL threshold: 65 points

---

Sales-Led (Enterprise)

Fit score (60% weight) — weight fit heavily:

Engagement score (40% weight):

MQL threshold: 70 points

---

Mid-Market (Balanced)

Fit score (50% weight):

Engagement score (50% weight):

MQL threshold: 60 points

---

SLA Templates

MQL-to-SQL SLA

SQL-to-Opportunity SLA

Opportunity-to-Close SLA

---

Lead Rejection and Recycling

Rejection Reason Codes

Recycling Workflow

1. Sales rejects MQL with reason code
2. CRM updates lifecycle stage to "Recycled"
3. Lead enters recycling nurture sequence (different from original nurture)
4. Engagement score resets to baseline (keep fit score)
5. If lead re-engages and crosses MQL threshold, re-route to sales with "Recycled MQL" flag
6. Track recycled MQL conversion rate separately

Recycling Nurture Sequence

• Frequency: Bi-weekly or monthly (lower frequency than initial nurture)
• Content: Industry insights, case studies, product updates
• Duration: 6 months, then archive if no engagement
• Re-MQL trigger: High-intent action (demo request, pricing page revisit)

---

Supporting file: references/routing-rules.md

Lead Routing Rules

Decision trees, platform-specific configurations, territory routing, ABM routing, and speed-to-lead benchmarks.

Routing Decision Tree

Use this template to map your routing logic:

New Lead Arrives
│
├─ Is this a named/target account?
│  ├─ YES → Route to assigned account owner
│  └─ NO ↓
│
├─ Is ACV likely > $50K? (based on company size + industry)
│  ├─ YES → Route to enterprise AE team
│  └─ NO ↓
│
├─ Is this a PLG signup with team usage?
│  ├─ YES → Route to PLG sales specialist
│  └─ NO ↓
│
├─ Does lead match a territory?
│  ├─ YES → Route to territory owner
│  └─ NO ↓
│
└─ Default: Round-robin across available reps
   └─ If no rep available: Assign to team queue with 1-hour SLA

Customize this tree for your business. The key principle: route to the most specific match first, fall back to general.

---

Round-Robin Configuration

Basic Round-Robin Rules

1. Distribute leads evenly across eligible reps
2. Skip reps who are on PTO, at capacity, or have a full pipeline
3. Weight by quota attainment (reps below quota get slight priority)
4. Reset distribution count weekly or monthly
5. Log every assignment for auditing

HubSpot Round-Robin Setup

Using HubSpot's rotation tool:

• Navigate to Automation → Workflows
• Trigger: Contact property "Lifecycle Stage" equals "MQL"
• Action: Rotate contact owner among selected users
• Options: Even distribution, skip unavailable owners
• Add delay + task creation after assignment

Custom rotation with workflows:

1. Create a custom property "Rotation Counter" (number)
2. Workflow trigger: New MQL created
3. Branch by rotation counter value (0, 1, 2... for each rep)
4. Set contact owner to corresponding rep
5. Increment counter (reset at max)
6. Create follow-up task with SLA deadline

Salesforce Round-Robin Setup

Using Lead Assignment Rules:

1. Setup → Feature Settings → Marketing → Lead Assignment Rules
2. Create rule entries in priority order (most specific first)
3. For round-robin: Use assignment rule + custom logic

Using Flow for advanced routing:

1. Create a Record-Triggered Flow on Lead creation
2. Get Records: Query a custom "Rep Queue" object for next available rep
3. Decision element: Check rep availability, capacity, territory
4. Update Records: Assign lead owner
5. Create Task: Follow-up task with SLA
6. Update "Rep Queue" to track last assignment

---

Territory Routing

By Geography

By Company Size

By Industry

Hybrid Territory Model

Combine multiple dimensions for precision:

Lead arrives
├─ Company size > 1000?
│  ├─ YES → Enterprise team
│  │  └─ Sub-route by geography
│  └─ NO ↓
├─ Industry = Healthcare or Financial?
│  ├─ YES → Vertical specialist
│  └─ NO ↓
└─ Round-robin across general pool
   └─ Weighted by geography preference

---

Named Account / ABM Routing

Setup

1. Define target account list (typically 50-500 accounts)
2. Assign account owners in CRM (1 rep per account)
3. Match logic: Any lead from a target account domain routes to account owner
4. Matching rules:
   • Email domain match (primary)
   • Company name fuzzy match (secondary, requires manual review)
   • IP-to-company resolution (tertiary, for anonymous visitors)

ABM Routing Rules

Multi-Contact Handling

When multiple contacts from the same account engage:

• Route all contacts to the same account owner
• Notify the owner of new contacts entering
• Track account-level engagement score (sum of all contacts)
• Trigger "buying committee" alert when 3+ contacts from one account engage

---

Speed-to-Lead Data

Response Time Impact on Conversion

Source: Lead Connect, InsideSales.com

Implementing Speed-to-Lead

1. Instant notification — Push notification + email to rep on MQL creation
2. Auto-task with timer — Create task with 5-minute SLA countdown
3. Escalation chain:
   • 5 min: Original rep alerted
   • 15 min: Backup rep alerted
   • 30 min: Manager alerted
   • 1 hour: Lead reassigned to next available rep
4. Measure and report — Track actual response times weekly; recognize fast responders

Speed-to-Lead Automation

Trigger: New MQL created Actions:

1. Assign to rep via routing rules (instant)
2. Send push notification + email to rep
3. Create task: "Contact [Lead Name] — 5 min SLA"
4. Start SLA timer
5. If no activity logged in 15 min → alert backup rep
6. If no activity in 30 min → alert manager
7. If no activity in 60 min → reassign via round-robin

Measuring Speed-to-Lead

Track these metrics weekly:

• Average time to first contact (from MQL creation to first call/email)
• Median time to first contact (less skewed by outliers)
• % of leads contacted within SLA (target: 90%+)
• Contact rate by time of day (identify coverage gaps)
• Conversion rate by response time (prove the ROI of speed)

---

Supporting file: references/scoring-models.md

Lead Scoring Models

Detailed scoring templates, example models by business type, and calibration guidance.

Explicit Scoring Template (Fit)

Company Attributes

Contact Attributes

Technology Attributes

---

Implicit Scoring Template (Engagement)

High-Intent Signals

Medium-Intent Signals

Low-Intent Signals

Product Usage Signals (PLG)

---

Negative Scoring Signals

---

Example Scoring Models

Model 1: PLG SaaS (ACV $500-$5K)

Weight: 30% fit / 70% engagement (heavily favor product usage)

Fit criteria:

• Company size 10-500: +15
• Target industry: +10
• Manager+ role: +10
• Uses complementary tool: +10

Engagement criteria:

• Created free account: +15
• Completed onboarding: +20
• Used core feature 3+ times: +25
• Invited team member: +25
• Hit usage limit: +20
• Pricing page visit: +15

Negative:

• Personal email: -10
• No login in 14 days: -15
• Competitor domain: -50

MQL threshold: 60 points Recalibration: Monthly (fast feedback loop with high volume)

---

Model 2: Enterprise Sales-Led (ACV $50K+)

Weight: 60% fit / 40% engagement (fit is critical at this ACV)

Fit criteria:

• Company size 500+: +20
• Revenue $50M+: +15
• Target industry: +15
• VP+ title: +20
• Decision maker confirmed: +15
• Uses competitor: +10

Engagement criteria:

• Demo request: +30
• Multiple stakeholders engaged: +20
• Attended executive webinar: +15
• Downloaded ROI guide: +10
• Visited pricing page 2+: +15

Negative:

• Company too small (<100): -30
• Individual contributor only: -15
• Competitor domain: -50

MQL threshold: 75 points Recalibration: Quarterly (longer sales cycles, smaller sample size)

---

Model 3: Mid-Market Hybrid (ACV $5K-$25K)

Weight: 50% fit / 50% engagement (balanced approach)

Fit criteria:

• Company size 50-1000: +15
• Target industry: +10
• Manager-VP title: +15
• Target geography: +10
• Uses complementary tool: +10

Engagement criteria:

• Demo request or trial signup: +25
• Pricing page visit: +15
• Case study download: +10
• Webinar attendance: +10
• Email engagement (3+ clicks): +10
• Blog visits (5+ pages): +10

Negative:

• Personal email: -10
• No engagement in 30 days: -10
• Competitor domain: -50
• Student/intern title: -25

MQL threshold: 65 points Recalibration: Quarterly

---

Threshold Calibration

Setting the Initial Threshold

1. Pull closed-won data from the last 6-12 months
2. Retroactively score each deal using your new model
3. Find the natural breakpoint — what score separated wins from losses?
4. Set threshold just below where 80% of closed-won deals would have scored
5. Validate against closed-lost — if many closed-lost score above threshold, tighten criteria

Calibration Cadence

Calibration Steps

1. Pull MQL-to-closed data for the calibration period
2. Compare scored MQLs vs. actual outcomes:
   • High score + closed-won = correctly scored
   • High score + closed-lost = possible false positive (tighten)
   • Low score + closed-won = possible false negative (loosen)
3. Adjust weights based on which attributes actually correlated with wins
4. Adjust threshold if MQL volume is too high (raise) or too low (lower)
5. Document changes and communicate to sales team

Warning Signs Your Model Needs Recalibration

• MQL-to-SQL acceptance rate drops below 30%
• Sales consistently rejects MQLs as "not ready"
• High-scoring leads don't convert; low-scoring leads do
• MQL volume spikes without corresponding revenue
• New product/market changes since last calibration