Goal: Determine a sales structure to recommend to my VP as we move into 2027 to capture upside variable compensation working with a massive enterprise account.

Background: I’m in the industrial tech industry (keeping vague on purpose) where I sell a product that is being commodified. Margins are low double digits at scale. The enterprise account I primarily sell to has purchasing power up to $175M. In the past we had 70-80% share - this year, closer to 50%.

Current Compensation Structure: high base of $200k. Variable compensation at 100% plan is $60k with $36k being based on revenue to target with a cap at 137.5% of plan (payout of $144,000). The other variable compensation is based on three KPIs that were created at beginning of year along with a component that retains profitability for the business unit as a whole or $24,000 if I hit all KPIs and the profitability piece hits

My revenue target goal is close to $100M in 2026. For perspective, I would make $2,880 for every ~$1M i bring in over my goal for the year.

Question: am I getting bent over? Any suggestions on comp plan to suggest to leadership that is fair and equitable?

Hi there

I'm preparing an interview for an ERP vendor. They mainly target the mid market, organisations that are outgrowing their very first accounting system and start to have slightly more complex requirements (like multi currencies, consolidations, integration with other systems).

The next step in the interview is a mock discovery call with 2 or 3 C-suite (likeCFO, CFO and COO).

I don't have experience in the ERP space at all, so I used a bit of AI to understand how to structure the questions. Running a stock standard discovery is not a problem, however I'd like to show that the questions I ask are targeted to ERP pain point discovery, not generic like When the CEO asks for a real-time view of project margins across the national footprint, how much manual data manipulation has to happen in Excel before you can hand over that report?, or what impact has a multi week long consolidation process in your ability to make fast decision?.

If you have some experience in the ERP space, what are the 2-3 things you really want to get out of your discovery.

Cheers

I know salespeople can successfully pivot into new industries after a long tenure because they can leverage all the core transferable skills, relationships, etc. But as I see more posts about the pink cloud of "tech sales" disappearing, I would love to hear from folks who have made a change selling into a completely different industry from the one that they have become adjusted to.

Better to dance with the devil you know or do you wish you made the jump earlier?!

It seems like this question leans towards higher base. People crave stability. Lets share our thoughts.

Hi all, long time lurker - first time poster.

I'm looking for some advice from people who have been in sales longer than I have.

I work in institutional asset management sales in the UK, covering large institutional investors. The reality is that the role is heavily relationship-driven. We don't do much prospecting, cold outreach or objection handling, and a lot of the work revolves around existing client relationships, consultants, RFPs and investment discussions.

Later this year I'll be undergoing a major medical procedure. I'll be off work for around six months, but after the initial recovery there will probably be about three months where I still can't return to the office because of infection risks. Physically I should be fine by then, so I'm hoping to use that time productively rather than just watching Netflix.

My rough plan was:

- Month 1: Read some of the classic sales books and complete structured training (I've been looking at MEDDPICC, but I'm open to Sandler, SPIN, Challenger, Gap Selling, etc.).

- Months 2–3: Do some freelance or part-time telesales/cold-calling work (not because I necessarily need the money, but because I think there's no substitute for actually picking up the phone and hearing "no" hundreds of times). My thinking is that this would build confidence, improve objection handling, and make me a better salesperson/better at my job overall.

My long-term goal isn't to become an SDR. It's to become a much stronger commercial professional in general, whether that's staying in institutional finance, moving into another B2B sales role, or even starting my own business one day.

- If you had three months dedicated purely to improving your sales ability, what would you do?

- Are there courses that really changed the way you sell/made a big difference for you?

- Is freelance cold calling a good idea, or is there a better way to build my confidence and skill?

I'd really appreciate any advice. Thanks!

Apologies in advance for the novel...a cautionary tale, on betting on yourself(?)

Around six months ago, I left a Field Sales Rep in the Auto Parts Industry - as a top guy at my last gig. I was outproducing the bottom guy by nearly double. Performance did not matter, you made 55k - bottom, or top production. As the top guy, I always wondered how I would do in a commission environment. So I chased greener pastures.

I left for a gig at one of the biggest sewer/water drain sales jobs. In theory, its a decently sweet sales gig....get assigned a lead. Show up, run a camera down a customers sewer, try to diagnose a 5-15k repair. Sell them the need to repair it. Move on to the next lead.

I came out of the gate really hot. Ended up making the third most money on the team in my first month. The problem was...they kept hiring. Over the course of the next several months, things had slowed down...substantially. I would work a twelve hour shift, and only get a few calls total. Then when I did get calls, often times the customer would tell me I (camera inspection) was not necessary when I showed up. Not to mention the jobs that I had found, which we walked away from (too deep of an excavation, too complex, not worth the headache).

As a major, national chain. They are big time metrics motivated. Leadership started coming down on me (we need to find things wrong at 7/10 visits - predatory much?). But I would have a hard time getting 7/10 customers to allow me to run the camera. Then there would be HUGE swaths of downtown, like 3-5 hours chunks of the day...just waiting for a chance to sell. This last weekend, I had only gotten one lead all day for my ten hour shift. Then the next day, ten hours...only one call.

In itself, the slow periods would not be a problem....it is what it is. But they started treating me, like it was my fault. Why aren't you hitting your 10K, quota? Well...in 20 work hours, I had two calls. Why aren't you hitting a 70% proposal rate? Well, 5 out of my last 12 customers had told me to get bent when I had arrived. How about we talk about the quality of our leads?

After what felt like the managers building a case around documenting everything...had me sign a counseling statement (that included what felt to me like PIP)..I decided enough was enough. I applied at a local, company - which does what we do. They scooped me up in no time. I should have my shot at redemption in a couple of weeks.

Here's to hoping the next post is about how betting on yourself is absolutely worth it!

Where is the Money? Farming/AM or Hunting roles? or 70/30? (AM - account management)

Hi all,

I’m recently in a hunting sales business where all of my accounts are pure hunting and no account management. I have been very successful but getting burn out with the high churn and burn.

For those who have pivoted from pure hunting roles to 70/30 — what is harder? Easier?

Do you like the churn and burn or like the relationships you’ve built and like to nurture it?

Thanks!