SDR Capacity & Meeting Math
How many meetings and how much pipeline will the SDR team produce, and how many SDRs does the target actually need?
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Team and activity assumptions (per quarter)
SDRs (3), ramp applied by start month
Activity to pipeline, team per quarter (2.3 ramp-adjusted FTE)
Log scale so the whole chain stays visible.
Meetings held / quarter
46
20.3 per fully ramped SDR
Opportunities / quarter
23
Meetings held x meeting-to-opportunity rate
Pipeline / quarter
$911.3K
vs $3M target
Opportunities x average deal size
Cost per held meeting
$1.5K
$3K per opportunity, 7.4c per pipeline dollar
Solve for headcount
SDRs required
7.4
fully ramped equivalents vs your 2.3 FTE today (+5.2 gap)
Required touches / (working days x touches per day)
Meetings required
150 held
200 booked at your show rate
Activity required
$26.7K
total touches at your connect and booking rates
Your biggest lever is connect rate
HealthyEvery step in the chain is multiplicative, and connect rate has the most headroom against typical ranges in your current assumptions.
Why it mattersImproving a conversion rate compounds through every downstream step at zero headcount cost.
Do thisRun a two-week experiment targeted at connect rate before approving the next SDR requisition.
This quarter's gap cannot be hired away
RiskEven 6 SDRs starting in month 1 cannot close the $2.1M gap this quarter, given SDR ramp.
Why it mattersHiring decisions made mid-quarter are next-quarter capacity wearing this quarter's budget.
Do thisReset the target or buy the gap another way: conversion improvement moves faster than hiring.
SDR math is easy; SDR management is not. At Pace installs the activity standards, coaching rhythm, and pipeline handoff that make the model come true.
METRIC DEFINITIONS: CONNECT RATE · MEETING SHOW RATE · RAMP · FUNNEL CONVERSION