This article interviews Pete Crosby, who teaches the revenue leadership course The Definitive Guide to Revenue Leadership through Sales Impact Academy. This course is being offered for free to QuotaPath customers.

The chance of getting fired as a VP of Sales is high. 

For instance, a VP of Sales averages 17 months per gig. Meanwhile, a CFO’s tenure comes in at 4.7 years. 

“The revenue leader role is one of the most insecure because it’s the most measurable,” said Pete Crosby, a revenue leader, executive coach, and founder. “You’re measured based on how much revenue you deliver, and you’re paid well compared to other executive roles. The chances of you getting fired go up because there’s more on the line.”

That alone leaves many sales leaders stuck in a mental cycle of impending doom.

Fortunately, plenty of resources, revenue leadership courses, and coaches exist to help sales execs manage these feelings of doubt.

And, Pete is one of those resources. 

The 4x Chief Revenue Officer coaches about 40 sales and revenue executives from around the world and supports five companies in an advisory capacity. He led several companies through successful exits, including Viadeo, the French equivalent of LinkedIn that went public in 2014.

He’s also an author and instructor. In Spring 2021, Pete partnered with Stage II Operating Partner Mandy Cole on the Sales Impact Academy Course: The Definitive Guide to Revenue Leadership. Mark Roberge, Managing Director at Stage 2 Capital and former Hubspot CRO, also serves as a guest coach and teaches the Masterclass “Building the Revenue Model.”

Sales Impact Academy: The Definitive Guide to Revenue Leadership

The duo split the entire learning pathway into two courses. The first course, Design & Build, focuses on product-market fit, the Raskin Matrix, unit economics, and creating the right culture. 

Execute & Scale, the second course, then covers data-driven hiring processes, developing a revenue playbook, pipeline and forecast management, fundraising, and executing and scaling the revenue model.

Pete and Mandy deliver each course over 12-live classes following a six-week schedule. Those who cannot attend live can catch up with recordings of each session. 

After completing the Design & Build course, students will be able to:

• Confidently guide an executive team through the GTM process
• Contribute effectively and strategically to product and engineering decisions
• Design value proposition
• Build a predictable model
• Have a model to prioritize and focus time

With the first course, Design & Build, beginning March 1, and Sales Impact Academy offering QuotaPath customers Design & Build for free, we asked Pete to tell us more.  

What can students expect when taking this course? 

Pete: Expect three things. First, expect a cohort of people who are at the same stage as you in your career. We have VP of Sales, CROs, founders, and CEOs who need to better understand the mechanics of revenue. We all bring our own perspectives and share them in an enriching learning experience. 

Secondly, between myself and Mandy, we’ve raised over a billion dollars together. Mandy ran revenue for Zenefits, one of the biggest success stories in scale. Now she’s on the other side, as a partner at Stage 2 Capital. She spends a lot of time with startups reviewing their decks and proposals and helping them with the early predictability phase. Between the two of us, there is a lot of experience, and we apply that directly with our students. 

And third, there isn’t anything out there that teaches VPs of Sales all the elements they need to know. We don’t expect our students to know how to do RevOps after a 60-minute class. But they will know how to investigate it further and what questions to ask. We offer a solid systematic framework for sequencing what revenue looks like. 

What have you noticed sales executives struggle the most with? How does “The Definitive Guide to Revenue Leadership” address this? 

One trend I’ve observed is the idea that there isn’t enough time in the day. You have this level of insecurity shared amongst revenue leaders and this idea that time is a precious commodity. 

In our course, we discuss time management and how to de-risk your position by focusing on the right things. Part of that time management involves focusing on one thing at a time and getting really good at it. Breaking things down into prioritized bite-sized chunks is a better way than looking at a mountain of stuff. 

What are some other revenue challenges your courses address?

There’s the classic problem of hiring salespeople before establishing product-market fit. Or, hiring salespeople before setting a motion that creates a flywheel of predictability, scalability, and repeatability. Too often, revenue leaders believe that if they hire salespeople, then sales will follow. We know this isn’t true.  

Another thing that comes up is unit economics, something that CFOs and CEOs tend to understand pretty well, but maybe not a VP of Sales. In my experience, I’ve seen the topic of unit economics intimidate a lot of sales leaders. In one lesson, we highlight how to calculate core unit economics, what to know, and why they are important. We peel back the curtain and remove some of the mystique around it. 

How does your course improve general leadership skills?

We get into the basic fundamentals of leadership in the second course. This includes how to create a culture that intrinsically motivates people. A culture where you’re able to hire in a diverse way and where people are treated equitably and feel included. It’s hard to find people who disagree on these. However, it’s actually very hard to find companies that function like that. We talk about communication, leadership, and what other elite qualities you should hold as a leader. 

Lastly, how would you sell this course to a sales executive? Why should they take it? 

I wouldn’t sell it to anyone. If what people have heard is not sufficiently interesting then it’s not for them. Being a VP of Sales or a CRO is hard. You don’t have many allies. VCs and founders want you to do well, and they will try to help you. But you have to succeed. A course like this is really useful for showing that we have your back. We care about your career. We have tools that can help you do well. Also, you’re probably pretty good at what you do, and this course helps plug any remaining holes.

To learn more about this course, visit Sales Impact Academy. QuotaPath customers will receive free enrollment for the Design & Build section, register here.

Not a QuotaPath customer yet? Chat with us today to see how we can automate your commissions.

In less than a decade, revenue operations, or RevOps, has exploded in popularity amongst the SaaS world. Organizations from all growth stages continue to add this function to their business model. As RevOps continues to grow and evolve, we tapped our first Director of RevOps Ryan Milligan for five best practices.

For some context, QuotaPath welcomed Ryan in November. When we opened the role, our listing joined hundreds of other RevOps positions across job boards.

What is RevOps, and why now?

RevOps serves as the data thread that connects sales, marketing, and customer teams with the goal to increase revenue. RevOps leaders set up communication systems to eliminate silos between teams and create feedback loops. They also review operational models and means of technology to identify what works and what can go. 

Oh, and data. Lots of data. 

RevOps bring to light buried data that organizations struggled to uncover before from the sales and customer experiences. Then they make it easy for the marketing, sales, and customer teams to access it and understand it.

“RevOps emerged as a methodology for solving the customer’s needs while optimizing every area that touches revenue generation,” wrote Aubrey Morgan, in her article “What is RevOps?”

The timing of RevOps’ surge in popularity aligns with the never-ending stream of marketing, sales, and CRM apps and tools that all promise to drive growth.

“Leading companies are restructuring their organizations to address the app bloat that is happening across marketing and sales, and the new operational force needed to tame it. This movement is called RevOps,” said Bhaskar Roy in his Forbes article, “The Rise Of RevOps.”

It’s been a few months since Ryan joined our team, and already we’ve felt his impact.

Ryan and his team have set up a data warehouse, launched an automated lead-to-MQL (marketing qualified lead) conversion process, and developed a repeatable outbound sales process. All of these efforts have resulted in immediate efficiencies across our team, topped off with a flood of Ryan-aimed #shoutouts in our dedicated Slack channel.

As Ryan continues to build out and finesse our RevOps model, we asked him to share his learnings. Whether you’re a growing company looking to spin up RevOps from the ground up, or a seasoned RevOps team hoping to improve, check out Ryan’s five RevOps best practices.

RevOps Best Practices

1. Make sure the data is correct 

Correct data ensures you pay your sales teams accurately. Plus, accurate data allows the finance department to make better projections. When incorrect data spoils a spreadsheet, that means payouts to your reps and financial projections will be wrong. This can lead to strategic missteps, frustrated reps, and growing toxicity within the sales organization.

Ryan said, “It’s important that people understand how we calculate the data because the wrong conclusions can be drawn. Your reputation is based on telling people the right thing to do. The other big risk is if the data is wrong, your business can take incorrect actions.” 

2. Understand the company’s revenue goals

RevOps leaders serve as the liaison between sales and marketing operations. They own the entire sales funnel to make sure the company continues to generate revenue. RevOps then works together with finance to understand the company’s revenue goals in order to set quotas for the sales team that profit the business and competitively reward the rep. 

Ryan highlighted how all of the data works together to create a healthy functional company. “Compensation planning, quota attainment, and sales numbers play major factors in creating a financial plan for the business. Understanding these areas helps us identify the amount of money we need to get, and how we’re going to get it.” 

3. Use QuotaPath for commission tracking

RevOps spends a lot of time deep in spreadsheets. One area of the biz where they can afford to drop a spreadsheet is in sales commissions. By implementing QuotaPath, sales, finance, and RevOps can focus elsewhere by allowing our system to automatically load deal data and calculate commissions in real-time. Native integrations with Salesforce, HubSpot, or Close CRMs ensure the accuracy of the data. No double-checking is necessary.

Additionally, QuotaPath helps RevOps leaders save time by making it easier to adjust commission plans, deals, and earnings. Plus, our new features Plan Verification and Deal Flagging create more in-app communication and transparency for commissions and compensation plans. 

4. Have your peers verify the data 

Once you have verified your own data, have a peer or supervisor double-check it for you. Your work reflects your department and your boss, and that data will determine the next steps for multiple departments within the company.

“I lean on peer-reviewing a lot to double-check my work, whether it be the VP of Sales or VP of Finance. I also set up validation rules in spreadsheets, so that I receive a flag if someone entered data incorrectly,” said Ryan. 

5. Offer a desirable comp plan to incentivize the sales team

Once RevOps leaders understand company goals, then they can set strategic expectations for the sales team. By expectations, we of course mean quotas. These should be attainable and realistic, and you can use this tool to see how your quotas line up. If the sales team believes they can reach quota, they will perform better to meet their goals as well as the company’s.

“Sometimes RevOps leaders make the mistake of not asking the sales team what they need, what they see in the market, and how they want to be measured,” Ryan said. “By gathering this feedback from the sales team, I can incentivize the team through compensation plans that drive results and keep the team motivated and happy.”

RevOps leaders carry a heavy load managing the sales funnel, financial projections, and company growth. We hope Ryan’s RevOps best practices help to lighten the load.

Thanks so much for sharing your RevOps best practices, Ryan!  

Ready, set, raise your flags! QuotaPath Deal Flagging is live.

With QuotaPath Deal Flagging, we have increased communication and collaboration within the app. Now, when a sales rep spots an incorrect earnings amount, they can proactively surface discrepancies within QuotaPath. 

No longer will a rep have to wait to report an issue after receiving their paycheck. Instead, they can get ahead of a potential error as soon as the earnings populate in QuotaPath.

Deal Flagging provides reps with an easy, operational way to raise a payroll issue without having to email or message someone. Plus, it creates a centralized documentation log for sales reps to point to as questions arise.

Once a rep submits a flag, QuotaPath immediately notifies the admin to address the issue.

This marks another step toward strengthening commissions transparency between those who earn commissions and those who pay them.

By enabling reps to notify admins of earnings errors and have a location to house these records, we build their confidence that their paycheck will be accurate. 

We are so excited to deliver Deal Flagging and provide your teams with a smooth workflow that enhances the reps’ and admins’ experiences within the app. 

Why Deal Flagging matters

Scaling sales organizations can especially benefit from in-app commission issue resolution.

Prior to our release of Deal Flagging, reps had to rely on email or outside communication channels to resolve commission problems. As sales teams scale, this puts a lot of added stress on our admins to ensure they respond swiftly and correctly to rep-reported issues. 

It’s even more frustrating for the reps, who continue to receive error-filled paychecks and no easy route to address them.

QuotaPath’s Deal Flagging alleviates these stress points for both our reps and admins by opening and logging lines of communication directly within the app.

Watch below as our Product Marketer guides us through the complete deal flagging process or read on for a step-by-step.

Here’s how reps raise a flag.

From the “Deals” table in QuotaPath, reps will now see a “Flag” column.

To raise a flag, reps will use the 3-dot menu icon on the far right side that’s visible beside every deal. 

Once selected, the rep then chooses from two reasons for flagging: “Incorrect earnings” or “Another issue.” This step gives admins insights into what types of issues the reps have reported. From our experience, most flags will involve incorrect earnings. However, outliers exist.

Regardless of the reason, reps will have a comment window to leave a note and offer additional detail.

When the rep submits the flag, a small green window appears to alert the rep that the issue has been saved and reported to their QuotaPath Workspace admin. The flag submission also populates an “Open” status to notify the rep and the admin that it hasn’t been resolved yet. 

Now, when the rep returns to their Deals table in QuotaPath, they will see a red flag icon next to any deal they’ve submitted a ticket on. To see a preview of the flag submission, a rep can simply scroll over the icon. 

That’s it from the rep’s side. Now, for our admins.

Inside QuotaPath’s Deal Flagging functions for admins. 

Immediately after a rep submits a flag, the admin will receive an automated email that says “Deal flagged.” A call to action to enter QuotaPath within the email will direct the admin to the deal in question and show all previous comments and statuses from this flag. 

From here, the admin can look into the deal, make any adjustments, and bump the status of the flag from “open” to “resolved.”

Once the admin updates the status to “resolved,” the flag icon within the Deals table for the rep and the admin will turn from red to grey. This indicates it has been addressed. Should either user need to quickly recap what the prior issue was for that deal, they can scroll over the grey flag to see the history. 

Admins can also filter deals by open flags to push any open cases to the top. 

That’s it!

If you have additional questions about QuotaPath’s Deal Flagging and sales performance management software, we encourage you to schedule a time to chat with our team. 

PS: This wasn’t the only feature our team released this week! Check out our Plan Verification function that we also just announced.

QuotaPath Plan Verification is live! 

First, what’s Plan Verification?

Remember at the start of last year when you led your team through the new sales compensation plans? You addressed their questions. Then you followed up by trying to get every rep to sign off on their new comp agreements. 

That’s Plan Verification. 

This step shows that your reps understand how they get paid and creates alignment and transparency across the comp planning process. Plan Verification, and re-verification, should occur anytime someone makes a change to a comp plan. In our experience, these changes most frequently happen at the start of the year and again during mid-year adjustments.

At larger companies, leaders often administer comp plan verifications via DocuSign and store the agreements in Dropbox or Google Drive. Sometimes they sit in a saved email folder. Smaller companies usually run this similarly, in person, or not at all. (By the way, if you’re on a team that doesn’t have any Plan Verification in place, please start!)

The entire process can take weeks to reach 100 percent verification, is often manually tracked, and can induce headaches for those in charge.  

Still, verifying your reps’ understanding of their comp plans is a necessary step. It gets your team to slow down, re-read their comp plans, and ask for clarity before signing. A clear understanding of rep’s comp plan agreements and how they are getting paid, leads to motivation and empowerment.

That’s why we’ve made it easier. 

Introducing QuotaPath Plan Verification

With this feature, sales organizations can roll out new comp plans and collect rep signatures directly in QuotaPath. 

Here’s how it works:

Through QuotaPath Plan Verification, admins can upload comp plan documents in our platform and distribute those plans to reps via email. As reps review and sign off that they understand the new comp plans, admins will be able to see verification completion statuses directly from the Plans page view. All verified plans will be stored and accessible in the platform with the option to print or download as needed.

By verifying your comp plans within QuotaPath:

• Save time and simplify the Plan Verification process
• Strengthen rep understanding of comp plans
• Create more transparency around commission payments
• Lean on one system for entire workflow
• Receive automatic updates as reps complete verification
• Easily re-administer as compensation plans change

We love a streamlined workflow and think you will too.

For more information on QuotaPath’s Plan Verification feature and sales compensation software, chat with a team member today. 

Hello, and welcome! You’re here because you want a commission calculator, right?

Perhaps you read through “Calculating commissions in Excel? Start here” and decided there’s an easier way.

Great news! There is, and you’re in the right place. 

QuotaPath built its sales commission reporting, compensation management, and payout functions so that users can immediately run commissions in our system. Equally as important, QuotaPath designed its platform so that users actually want to — and enjoy — using it.

“We created QuotaPath to be straightforward and obvious,” said Director of Product Andy Keil. “Everything should feel effortless and intuitive, whether that’s setting up a compensation plan, referencing how much money you’re going to make on a deal, or using the product in general.”

To see how Andy and his team achieved the challenge of simplicity in design and experience, we asked him to navigate us through a new user journey. 

Read on for an inside look into what you can expect upon joining our growing community. 

Thanks so much for the chat, Andy! 

Q&A with QuotaPath Head of Product

To get started,guide us through what happens when a sales leader first signs up for QuotaPath.

Andy: The first thing you do is set up compensation plans for your team, the rules for how they get paid. We’ve made this really easy for you to set up and create through a no-code, no-formula wizard. It’s a human-readable, step-by-step process that translates your compensation plans into our commission software. 

These plans are immediately extendable, meaning you can assign to multiple reps instead of having to create an individual one for each team member. 

That sounds too easy.

Andy: Our differentiator is our ease of use and onboarding time. Competitors in our space can take months to get up and running. We can get customers onboarded in a few days. We provide support and offer explanations to ensure you’re setting it up the right way. Our team is ready to jump in and help with anything you need, even if it’s to double-check your work. 

Then what?

Andy: Next, we have an insanely straightforward setup to connect your CRM through our native, real-time integrations with Salesforce, HubSpot, and Close. Our integrations can be set up in just a few clicks. 

Once you set up the plans and connect your CRM, QuotaPath starts populating the platform based on your closed/won and pipeline stages. Each rep is able to see their current progress towards quota along with historical data.

What can the reps see?

Andy: They can see how much they’re making in the current period, they can forecast earnings based on their pipeline, and they can see earnings details broken out by each individual path on their plan. (Paths are the different ways a rep can be compensated within a Plan.) With MyPath, sales reps can set their own earnings goals to connect them to more tangible targets.

What parts of the commission process is QuotaPath alleviating for its users with its commission calculator?

Andy: We’re removing spreadsheets entirely from the equation and handling all the heavy lifting on the calculations side. Any manual step in the commission process leading up to the actual payment, we’re taking on in real-time. Whenever someone logs into QuotaPath, our system will reflect exactly what Salesforce, HubSpot, or Close shows.

Another example is if reps are trying to see how they’re tracking against the month or quarter. All they have to do is log in. There’s no extra work. No copying and pasting into a spreadsheet. By moving commissions out of a spreadsheet, we’re mitigating and alleviating the back and forth so commonly associated with commissions. There’s no chain of email exchanges when something looks off because it’s all located transparently in one place.

Our release of Deal Flagging also allows for our users across all levels to raise their hands when something looks incorrect. 

How is QuotaPath supporting RevOps and finance?

Andy: At the end of a period, RevOps and finance teams can easily run through the system to make approvals. If something feels off, they can check and see how something was calculated, and update or override as needed before proceeding to approvals. The workflow between team managers, RevOps and finance, works really well. Finance teams, too, can amortize commissions over time and stay compliant with ASC 606 within QuotaPath. Once approved, commissions can be exported and uploaded to payroll. 

How does QuotaPath use QuotaPath?

Andy: Our teams obviously lean on our platform for its commission calculator tool and sales performance management software. But our sales team also runs their weekly pipe review from our Attainment page. It’s how we forecast. This view gives the team the ability to see closed/won existing deals and quickly run through the deals expected to close. Toggle on forecasting, and you’ve got your final number.

Two more questions, and we’ll let you get back to it. What makes QuotaPath so easy to use?

Andy: We made it obvious what the next step would be for the user. Our entire UX approach and philosophy focus on the idea that whatever we’re building shouldn’t require lots of training. We want our users to log in for the first time and already have a general understanding of how to use it. Anything but that, and we’ve missed the mark. 

Lastly, what would you like someone unfamiliar with QuotaPath’s commission calculator to know?

Andy: It’s just so easy to start and try it out. We’re not hiding anything. Everything is in plain sight, so if you want to see it, jump in, and play around. Software like this can feel daunting, but ours makes intuitive sense. Coupled with a team that is overly invested in the success of your entire commission process, you’ll have everything you need. 

Interested in learning more?

Check out what our customers are saying or schedule a time to chat with us today. 

G2, the business software and solution review platform, recently released its annual Winter Report. Once again, QuotaPath’s commission tracking software earned key honors, including the highest implementation score amongst our competitors. (Cue: kazoos!)

We topped the sales compensation implementation report with a score of 9.14. QuotaPath’s commission tracking software ranked significantly higher than Spiff (8.60), Sales Cookie (8.42), and CapitvateIQ (8.41). G2 calculated these scores based on ease of setup, implementation time, user adoption, and other factors, from verified user reviews.

Users love us

Since 2018, we’ve prioritized building a commission tracking platform that can be set up quickly. Paired with simple pricing, a friendly user interface, and a team that partners for the long term, we take the success of our customers seriously. We’re glad they recognize that!

However, with this recognition comes great responsibility, and we promise not to lose sight.

That’s why we continue to add features and integrations that will deliver value to our customers. 

“We love the easy visibility of our sales team’s commissions, plus we love the ease of sending payouts to payroll for processing! Bravo Quotapath. Our commission process used to take almost three workdays to audit and ensure accuracy; we are down to 15 min to check and approve commissions.”

Leah W, People Operations

New features in 2021

For instance, this past summer we introduced Ledger, a tool that helps finance and accounting teams recognize and amortize expenses from sales commissions. By automating these processes, we’re able to lend a hand in keeping teams ASC 606-compliant. 

Hold up, what is ASC 606?

If you don’t know, be grateful! It’s a series of new standards issued by the Financial Accounting Standards Board. The goal is to promote more consistent and comparative financial reporting. QuotaPath launched Ledger specifically to address ASC 606’s subtopic ASC 340-40. The subtopic requires ongoing record keeping and reporting of costs incurred while obtaining or fulfilling a contract with a customer. (Like sales commissions!) Our tool cleans this up by automating it for F&A teams.

Next, we launched an integration with Close to flow deal data from the CRM platform into our commission tracking software. 

Then, a couple of months later, we made it possible for HubSpot and QuotaPath users to see QuotaPath directly in HubSpot. This integration was especially important for our customer Tribe Dynamics that required a platform that synced with HubSpot, was fairly priced, and could be implemented quickly. 

To wrap 2021, our product team followed through on in-demand items from our customers. This included deal flagging, plan verification, and cumulative quotas. If you know someone on our product and engineering team, please send them a virtual high-five. They deserve it!

All this to say, we listen to our customers. We hear what they want, and we try to execute on that. To that end, we won’t stop… and we can’t stop!

“When I log in as a manager and look at my centralized view of deals that are closing, deals mapping through to each reps’ commissions, and every reps’ quota progress, I can trust that the data will be there and correct because it’s feeding over from HubSpot.”

Ryan M, VP of Sales

Cheers to 2021, cheers to our customers, and cheers to you!

2021 badges

Best Relationship: The Best Relationship product in the Relationship Index earned the highest Relationship rating in its category.

Most Implementable: The Most Implementable product in the Implementation Index earned the highest Implementation rating in its category.

Easiest To Use Small-Business: The Easiest to Use product in the Usability Index earned the highest Ease of Use rating in its category.

Easiest Admin Small-Business: The Easiest Admin product in the Usability Index earned the highest Ease of Admin rating in its category.

High Performer Small-Business: Products in the High Performer quadrant in the Small-Business Grid® Report have high customer Satisfaction scores and low Market Presence scores compared to the rest of the category.

Easiest Admin: The Easiest Admin product in the Usability Index earned the highest Ease of Admin rating in its category.

Easiest to Use: The Easiest to Use product in the Usability Index earned the highest rating in its category.

High Performer: Products in the High Performer quadrant in the Grid® Report have high customer Satisfaction scores and low Market Presence scores compared to the rest of the category.

Mid-Market High Performer: Products in the High Performer quadrant in the Mid-Market Grid® Report have high customer Satisfaction scores and low Market Presence scores compared to the rest of the category.

Enterprise High Performer: Products in this quadrant at the Enterprise level have high customer Satisfaction scores.

Easiest Setup Small-Business:The Easiest Setup product in the Implementation Index earned the highest Ease of Setup rating in its category.

Easiest Setup: The Easiest Setup product in the Implementation Index earned the highest Ease of Setup rating in its category.

Users Love Us: The Users Love Us badge is earned after collecting 20 reviews with an average rating of 4.0 stars.

Ready to see if you’re a good fit?

If you’re curious about QuotaPath’s commission tracking software, please schedule a time to chat with us. We’re excited to meet you!

On Wednesday, QuotaPath released the premiere episode of its new original series Value Props featuring AJ Bruno, QuotaPath CEO and Co-Founder. In the first episode, AJ welcomes Dreamit Ventures Managing Partner Steve Barsh.

Watch it below, and to receive updates ahead of our second episode, sign up here.

Introducing Value Props featuring AJ Bruno

Aside from his family, there is nothing AJ loves more than flying and entrepreneurship.

So, when the opportunity presented itself to pair his two passions through “Value Props,” AJ was all in. Or, all up?

The new original series sends AJ and a guest from the entrepreneurial atmosphere up in his plane. AJ pilots his Beechcraft Baron 58 while interviewing his passengers on the hardships and wins of their journeys as investors, founders, and leaders in tech.  

In the first episode, AJ and Steve discuss their own experiences in the biz, including what investors actually look for, what it’s like to raise funding as a founder, why you should sell benefits (not features), and when to recognize that it’s time to throw in the towel or pivot. All while buzzing above Philadelphia. 

Viewers can expect some surprising takeaways. For instance, did you know that founders have to set aside about $100,000 to shut down a company? Or, that as a pilot, you don’t actually have to have your hands on the yoke the whole time?

Come for the knowledge sharing. Stay for the laughs, and, most importantly, enjoy the flight!

But first, some backstory. 

Why “Value Props“

AJ began flying when he was 16 years old. His dad, a former pilot, and his mom, a former flight attendant, piqued his aviation interest at a young age. Fun fact, his parents actually met while both working for U.S. Airways, a real-life rom-com!

Although AJ took a hiatus from flying at age 20 to finish school and begin working, the founder re-committed at age 27. It was then that he promised himself that he would launch his own business and pick up flying again. 

AJ has since earned his commercial pilot license, and launched and successfully exited his first company TrendKite. Then in 2018, he co-founded his second venture QuotaPath, alongside TrendKite pal Cole Evetts and Philadelphia tech wizard Eric Heydenberk. 

His idea for “Value Props” came after learning about a unique customer engagement effort in early 2020. At an event, AJ heard author and marketing expert David Meerman Scott highlight a classic car insurance company that created an online video series about classic car engine restoration. The company, Hagerty, did this specifically to deepen its connection with its community. 

That’s when AJ began brainstorming how to launch something that intersects his interests in startups and flying. 

Prepare for take off

After a few months building out the idea, AJ outrigged his plane with several GoPro cameras and welcomed his first guest, Steve Barsh, Managing Partner at Dreamit Ventures aboard his twin-engine, piston aircraft.

From there, a few more guests were invited up including Joe Levy, Dataminr’s Director of Strategic Accounts, and Danish Dhamani, Orai’s Co-Founder & CEO.

We will continue to schedule flights throughout the year and hope to release a new episode every month. Don’t forget to sign up for updates so you never miss an episode!

In the meantime, let’s get to know AJ and his flying experience.

A Q&A with the pilot

How many pilot hours have you logged?

AJ: 1,150 total. I try to fly at least once every two weeks to keep my piloting skills sharp and to make sure my airplane is doing what it’s supposed to do.

What would non-pilots find surprising about operating an airplane? 

AJ: It’s so much more than “flying” the airplane. At all times, you have to monitor navigation, systems, radios, weather, airspace, air traffic, checklists, and flows. It requires laser focus. At the end of the day, flying is the easy part!

What gives you the biggest rush?

AJ: Landing! I love making the perfect landing every time, or as we like to call it, “greasing the touch down.” Navigating bad weather in tight airspaces can also be a rush if done correctly. I love doing it with passengers who are curious as to how it all works because I tend to really lean into it and it helps me stay on top of my game. 

What have been some of your favorite flying experiences?

AJ: Two come to mind. By far the best and most memorable experience was during the height of the pandemic in 2020. A friend of mine reached out and asked if I could fly to Memphis to help out a friend of theirs, a family whose very young daughter had just finished six months of chemo and three life-saving surgeries at St. Judes Children Hospital. Prior to the surgeries, the daughter had a very low chance of survival. She was immunocompromised and couldn’t risk a commercial flight. I woke up early, flew 3.5 hours, picked them up, and then flew them to their home in New York. Today, their daughter is doing amazing. It’s something I will never forget, and that family and I remain friends to this day. 

My other favorite memory is flying with my dad (who is a Wright Brothers Master Pilot Award recipient) in my own plane for the first time. We flew into Bozeman, MT, and safely beat a microburst by about 10 minutes. 

What about your least favorite?

AJ: I’ll begin with saying everyone was safe! But one time I left the door open with my 4-year-old (she’s now 8), sitting next to me. The door popped open at 1,000 feet. My wife screamed at me and said she’d never fly with me again. Don’t worry, she did, and I always make sure the door is closed. 

Where would you like to fly that you haven’t yet?

AJ: St. Lucia

What airplane model would you like to fly next? 

AJ: Pilatus PC 12. It’s the plane I’ve wanted to own since I was 12 years old.

Lastly, what can Value Props guests expect out of this experience? 

AJ: A once in a lifetime experience that they will never ever forget!

To learn more about AJ’s professional endeavors, check out his LinkedIn profile. For more on QuotaPath, visit quotapath.com or follow on LinkedIn and Twitter. Or, to receive updates of Value Props featuring AJ Bruno, sign up here.

Your small, supportive sales team has great energy and performs well. In fact, the only issue is that there’s not enough of them. As a leader, you’re ready to grow your team, but how do you maintain a healthy sales culture while scaling?

There’s no one way to achieve a healthy sales culture, but there are some common attributes shared amongst healthy sales teams.

For instance, according to HubSpot, a sales team in good health has the ability to identify issues within their own sales process. Then, they fix them quickly. Other indicators of a healthy sales team amid scaling efforts include low attrition rate, high quota attainments, and a consistently full pipeline of sales opportunities. 

Reversely, a sales organization that doesn’t invest in new hire training or ongoing coaching reflects an unhealthy culture. This can lead to high turnover in addition to the loss of revenue for the company. Some leaders also make the mistake of just filling seats to boost headcount which contributes to toxic sales cultures. 

According to our CEO and Co-founder AJ Bruno, 10 percent of our customers have doubled their sales teams in 2021, including our own team. We expect this number to climb as we head into 2022.

To help, we asked our VP of Sales and Customer Success Caroline Tarpey to share her philosophies around sustaining a healthy sales culture amid scaling efforts.

Without further ado, here are seven best practices to follow to support the health of your sales team. 

1. Prioritize teamwork but don’t micromanage

This is a no-brainer, right? Not exactly. Sometimes in the early growth stages of a company, leaders forget to focus on prioritizing teamwork. Caroline says collaboration and competition mark key components of a healthy sales culture. 

However, that doesn’t mean that leaders need to micromanage their sales team. Micromanagement discourages teams and makes reps feel like they’re not trusted to do their work or even attain quota. Teamwork that’s promoted across the sales organization and supported across the entire company, fosters a healthy sales culture. Which goes right into my next point…

2. Instill trust amongst your reps 

Why hire people to be on your sales team if you don’t trust them? It causes an unhealthy balance in the relationship between the team and their leaders, which can ultimately, lead to a distrust of the leadership team. If you trust your team, they’ll trust you back, which creates a healthy sales culture. Additionally, consider building a sales mentorship program for both your reps and especially a sales mentorship program for your sales leaders.

3. Create transparency around company revenue and goals

Some of the most successful startups experience success because they’re transparent about company goals. This creates a culture of open communication across all departments in the company. This is even more important for your sales team since they’re always carrying the pressure of attaining a quota. Giving an opportunity to the sales team to feel valuable through transparency would happen by making sure they understand how their monthly and quarterly attainments help bring in revenue for the company. 

This is specifically true for startups.

For example, if a member of the sales team has equity in the company, help them understand how the revenue they bring in will make the equity more meaningful. That alone is going to inspire sales team members to attain quota because that helps them as a shareholder. 

4. Communicate commissions and quotas clearly

This also should be a no-brainer. No one wants to work in sales and not have a clear understanding of how much they will get paid. Additionally, if there is a 30-day or 90-day probationary period to test out a rep’s ability to sell the product, make that clear before hiring them! No one wants to get fired for not meeting quota in the first month or first quarter on the job. Be transparent with the sales team at all times. Transparency helps the sales team trust their leaders about anything, including their commission, which adds to a healthy sales culture.

A tool like QuotaPath, that everyone on the sales team is able to access and utilize will help with transparency. QuotaPath helps sales teams of all sizes track attainment and commission goals in real-time. Caroline mentioned that having QuotaPath empowers sales team members to not only attain their quotas but their personal goals, too. She’s witnessed people work hard to be able to pay off mortgages, buy a car, or purchase an engagement ring. 

5. Always be willing to learn and pivot

A true leader has the ability to pivot at any moment. Both the sales team and their leaders can benefit from pivoting when needing to. In the tech industry, things can change fast and you want to be able to adapt in order to meet company and industry needs. Everyone working on the same page to pivot will help create a healthy sales culture of always wanting to learn and evolve.

“You need a culture that is adaptable and nimble and able to thrive in ambiguity,” Caroline said. “Where people are energized by the fact that we may not have all the answers at any given moment in time. We get to have a voice in how those things come together. Adaptability plays well for all sales cultures but especially in growth-stage companies.” 

6. Embrace the losses

It’s okay to lose a deal. In sales, it’s expected. However, being able to learn from the losses is what’s most important. Some prospects are not going to be good customers for your product.

Instead of harping on the fact that the deal is lost, focus on what could have been done better. Those losses can be made into a case study on how you can help move future deals down the pipeline. There are a lot of lessons that can come from a lost deal, so don’t dwell on the negatives. Learning from the deal will allow the sales team to feel like they’re still a valuable team player that’s a part of a healthy sales team.

7. Celebrate the wins, and often 

Everyone wants to be celebrated for their hard work. If you want to have a healthy sales culture then make sure to celebrate your teams’ wins. A win can vary, too. Instead of only celebrating your reps who attained 100 percent of the quota, consider celebrating the rep who hit 60 percent last month and increased it to 98 percent this month. 

Also, creating the mentality of abundance, or “there’s enough for everyone to eat,” will help filter out any jealousy and keep everyone focused on the goal to win. 

Caroline says in her previous roles, she saw success when sales team members wanted to be number one because they saw others winning around them. 

People are motivated by seeing other people win, and they want to take part in that success if possible! To do so, consider giving out quarterly awards and consistently recognizing team players! 

Maintain a healthy sales culture

Now, as your team continues to add new members, you should have a solid foundation on how to keep the health of your team intact. Transparency goes a long way, especially when it comes to company-wide goals and how reps get paid. Continue to celebrate your team, even the small stuff, and share failures so your reps can grow together. 

For additional support, we’ve also spoken with experts to overcome the five most common challenges while scaling and compiled a list of 10 steps to grow a team quickly without compromising the team. Take a look!

This is a guest post from Cody Short, a local government and communities reporter for WBHM. Interested in writing for us? Contact kelly@quotapath.com.

Byron Sierra-Mattos has worked in sales for nearly a decade. For the past five, he’s worked in tech. Simply put, he’s seen his fair share of scaling sales team challenges.

For instance, as a rep on Apollo.io’s sales team of two, Byron averaged nine to 14 demos a day.

This pace continued for several months and peaked after Byron completed 21 demos in a single day. That’s about 15 to 18 demos too many. 

No longer could Apollo’s mighty team of two handle the massive spikes in prospects. Time to scale their sales team. 

“We started hiring like crazy,” Byron said.

Apollo had two options at this point. The hiring teams could rush to fill the seats as fast as possible. Or, they could carefully curate a team and put systems in place to find the right people fast and help them flourish. 

Fortunately for Byron, leadership chose the latter. 

“They were really strategic about hiring,” said Byron, who now supports Apollo’s account management team as a lead. “It took about four to six months to scale, but we used that time to build a playbook, processes and invest heavily in training.” 

Byron’s experience marked a nice change-up from that at his previous employer, where he said the company “burned and churned” through new hire cycles.

Qualia’s VP of Sales Brandon Calley shared similar sentiments and stressed the importance of building out a new hire profile. This allows for leaders to quickly identify candidates who will add to the health of the team both culturally and performance-wise. 

“To overcome the challenges around scaling a sales team, dial in on the profile of people you’re looking to hire,” Brandon said. “Find people who have proven track records of success, who have certain intangible qualities like curiosity, drive, high aptitude to learn new things, and who are adaptable.”

We spoke with Byron and Brandon to learn what other scaling sales team challenges they’ve faced. To see how they’ve overcome potential risks from an executive lens and a senior individual contributor’s perspective, read on. 

Meet our guests

Prior to joining Apollo, a sales platform that streamlines prospecting efforts, Byron Sierra-Mattos worked at SnackNation, where he ranked as the No.2 top-selling rep for 22 months consecutively. His experience mentoring and supporting new reps runs deep. At SnackNation, he helped onboard new hires as his team doubled from 30 to 60 reps. Now at Apollo, he continues to play a role in the hiring and training processes. Since he started there, his team has scaled from two to 29, with more reps on the way. In November, Apollo promoted Byron to team lead and senior account manager.

Brandon Calley’s experience scaling sales teams dates back to the early 2000s when he served as sales manager for an online marketing startup. Since then, Brandon has developed and led high-growth teams at Meltwater, Reputation.com, Upwork, MongoDB, Vacasa, and now Qualia. Since joining Qualia in 2019, Brandon has scaled his sales team from 30 reps to 70. 

Challenge No. 1: Hiring the right people

“Everyone has an idea of the profile for a successful seller, but that can vary from product to product,” Brandon said. 

This idea also varies between different sales motions, which are the methods an organization practices to deliver a product or service. 

“A complex platform with a longer sales cycle, for example, requires someone who is patient, detail-oriented, and adaptable,” Brandon said.

Whereas a shorter sales cycle with a higher velocity of sales often requires someone who can hold a strong position and is firm in communication. 

Solution: Draw up exactly who you need

Just like sales organizations hone in on their ideal customer personas, leaders should also create their ideal sales hire profile.

“This is particularly important right now because it’s hard to hire account executives,” Brandon said. “Dial in on who you are looking for.”

Once identified, sales leaders should then actively recruit them while personalizing their message.

“You cannot use templated messaging,” Brandon said. “You need a differentiator to attract candidates and show them why this opportunity is different from the other 15 they are being approached for.”

Challenge No. 2: Ramping new hires

You’ve got the offer letters signed. Now what? One of the biggest challenges scaling sales teams face — outside of hiring — is reducing the time it takes for a new hire to turn productive. Meaning, they can now hit a full quota on their own.

“At most companies, this is going to be a mix of effective industry training, product training, sales execution motion practice, and the effort they put in,” Brandon said. 

This industry training should evolve over time, but you have to start somewhere. Brandon suggests including real-life application of the job within a sales boot camp and having reps earn certifications along the way. Examples could entail certifications for executing a prospecting deal or running a full demo independently.

Solution: Establish a scoring system

“The best way to check this is to set a knowledge score on a matrix,” Brandon said. “What is the ideal knowledge score that demonstrates a requisite level of knowledge to be successful? What does the application look like?” 

He recommends tracking activities and measuring through a tool like Gong. Sales coaches, too, should conduct live observations to see if new reps can apply knowledge correctly.

Challenge No. 3: New sales leadership 

When sales teams scale, news leadership often follows. If someone comes into the organization externally as a manager, director, or VP, a disconnect between the existing team and new management can occur.

In this instance, Byron recommends looping in your senior reps for intel and assistance.

Solution: Leverage your senior reps

Your senior reps can be the gateway to understanding the existing team culture, performance, and coaching opportunities. 

“I’m shocked whenever new managers come in and don’t put in the effort to get to know their senior reps,” Byron said. “How are you supposed to teach someone something new that you’ve never done yourself? Or that you haven’t spent time with the people who really know it?”

Lean on those who have been there and want to help.

“We have pretty good ideas!” Byron said, who initiated and led team-wide training every two weeks for Apollo’s sales team.

Challenge No. 4: Process buy-in

The team has spent months piecing together an onboarding and training process. But is it being adopted?

“A challenge that comes up while scaling a sales team is in process execution,” Brandon said. “Are people following the process that they’ve been trained on? Are managers coaching to that process? Is everyone executing this at the same time?”

If you’ve answered “no” to any of these questions, your scaling efforts are at risk. 

Solution: Document, train, and add technology

“Make sure to document the entire sales process,” Brandon said. “People need to be trained on it and be able to go back and reference it.”

At Qualia, for instance, Bradon’s leadership team built out a clear document playbook that outlines the entire enterprise presale process and scripted sales motion.

“As a new hire, if you come in, go through our ramp training, and follow the script, you’ll be semi-successful here before even fully understanding the content,” Brandon said. 

Then, to ensure that the team keeps swimming together in the same direction, provide sales enablement resources that offer ongoing training for all levels of the sales team.

An elegant process design that includes sales technology that helps teams scale, goes a long way, too. 

Challenge No. 5: Meaningful mentorship

As your team grows, you may start pairing new hires with more tenured reps for support. One thing to keep in mind, however, is that mentorship programs are most effective when both the mentee and the mentor benefit. We often package the opportunity to mentor someone as a great opportunity, but give them more than lip service. Design them in a way that directly benefits mentees and mentors.

“As an individual contributor, I’ve always been willing to help without getting paid, but I will give my mentee a lot more attention if I can get something out of it as well,” Byron said. 

Solution: Incentivize mentors

“At Apollo we have a buddy system,” Byron said. “I’ll shadow sales calls with my buddy and provide feedback and coaching opportunities.”

Then, as his buddies hit their ramp quota, Byron might earn a percentage of their total deals or a one-time bonus.

Goodbye scaling sales team challenges

We hope you’ve learned some practices to overcome common challenges sales teams face as they scale. We certainly did. Thank you to Brandon and Byron for sharing their insights with us.

If your sales team has hiring plans next year, please continue to lean on us as a resource for intel and technology. Our compensation management platform makes it easy to add new teams and comp plans while tracking and forecasting quota attainments. We’ll even automate commission payouts for you. Plus, our leaders regularly host webinars and appear as guest speakers within the industry that we share on LinkedIn and Twitter. 

When calculating on-target earnings (OTEs), there’s often a bit of a guessing game.

So, we developed a free tool to make it easier to set OTEs while removing the guesswork! Introducing our Quota:OTE Ratio Calculator.

With this tool, we aim to help leaders from RevOps, sales, and finance set realistic quotas and OTEs based on past performance. To access the Quota:OTE Ratio Calculator, fill out this page to receive it via email. As a heads up, you’ll need Excel to fully utilize it.

Read on for context and tips to understand the tool.

On-target earnings 101

Let’s start with the basics. 

What does OTE mean and why are sales leaders always bringing it up? 

On-target earnings (OTEs) represent the total amount of money a sales rep or account executive (AE) can earn if they hit 100 percent of their quota. Sales leaders usually set OTEs for a 12-month period and lean on this number to set quotas. 

To calculate OTEs, take the base salary and add the total commissions a rep would earn if they hit 100% of their quota.

For example, Amy’s base salary is $60,000, and her total commissions at 100 percent quota is $65,000 on the year. Therefore, Amy’s OTE equals $125,000.

Base + Commission = OTE

Amid the ongoing “War on Talent,” rising OTEs have become especially prevalent.  Trends suggest AEs continue to shop for the most lucrative opportunity. As you can expect, the bigger the OTE, the greater the chance a recruit accepts that offer over another.

But, one thing to keep in mind is that OTEs are not guaranteed. If a company lists OTEs of $200,000 and only 40 percent of the sales team hits that number, that’s a red flag. Some would even say that’s false advertising. More to come on this later.

Glad we have an understanding of OTEs. Now, let’s throw a wrench in it. A wrench that we in the biz call multipliers.

Quota multipliers

A multiplier is the number of times more a quota is than an AE’s OTE. To find it, divide the overall quota goal by the OTE. 

Here’s an example. Ian is an AE with an OTE of $160,000. His quota is $1 million in annual recurring revenue (ARR). In this instance, Ian’s quota is 6.3x larger than his OTE. The multiplier, or quota to OTE ratio, for Ian’s compensation plan is 6.3. 

Now, determining the multiplier for your compensation plans can be tricky. (That’s why we created the Quota:OTE Ratio vs. Sales:Earnings Ratio Calculator.)

We’ve found that most of the companies we speak with set multipliers 5x larger than their OTEs.

“The 5x range is what most people would consider good,” our Chief of Staff Graham Collins said. 

But, because there’s always a but!

“There is a range of ‘good,’ and so much of this depends on your company’s revenue,” Graham said.

Next, we’ll look into the range and why it varies. 

Factoring ARR with quota multipliers

A smaller multiplier, say 3x, often benefits the sales rep and the company when it’s a smaller organization. 

Consider a company that generates $1 million in ARR. A quota that’s set with a 3x multiplier works great in this instance for both the company and the rep. Meaning, the company compensates the rep well for their efforts. Reversely, the rep’s output is worth the company’s investment in the rep. 

For companies pulling $100 million in revenue, however, the 3x multiplier works against the company. 

That’s because a company with $100M ARR likely dedicates substantially more resources to support their reps. Resources could include heavy investments such as a sales development team, sales enablement, marketing, and management. When factoring in these resources, the cost per sale at a larger company climbs significantly than the cost at a smaller one.

Since the cost per sale is larger at a bigger company, the company can’t afford to pay 16 percent of the sale to the AE who closed it. Instead, that 16 percent gets split to the different areas of the biz that helped support the deal, including the rep. Whereas, at a smaller company, the sales rep collects a greater percentage of the deal with often smaller deal sizes.

To recap, a quota with a multiplier of 5x the OTE is what we’ve observed as the SaaS standard. This ratio, or multiplier, usually changes based on a company’s total ARR. Companies with larger ARR invest more in marketing and sales enablement and often have higher multipliers.

So, how can you tell if your ratio serves both the reps and your business revenue model? This is where our Quota:OTE Ratio vs. Sales:Earning Ratio Calculator comes in. 

Introducing the Quota:OTE Ratio Calculator

This is for you — and for free. 

You can use it while building your next compensation plan and setting quotas. Plug in your organization’s numbers into the editable fields, including your ARR at the top. Then, watch our engine determine the ratios, or multipliers, for Quota:OTE and Sales:Earnings. 

Change the numbers and see if you can get both dials into the green. 

The left dial, Quota:OTE Ratio, takes into account your base salary, on-target commissions, OTE, and annual quota. It’s, as Graham calls it, “more pie in the sky.”

The right dial, Sales:Earnings Ratio, is what’s actually happening with your business. 

This ratio factors in the average percentage of your team that reaches their annual quota. Upon filling in the “Average Quota Attainment” field, our engine will break down the total average sales per rep, average commissions earned per rep, and the average total annual earnings per rep. 

“The left side is hypothetical,” Graham said. “The right is the real world.”

When both are in green, this means you’re compensating your team well and they in turn are performing well. 

Behind the colors

You should strive for green on both sides of the Quota:OTE Ratio Calculator. 

However, when your numbers land outside of the green, here are a few scenarios that could indicate. 

If one or both dials are in yellow, this could mean you’re underpaying your reps compared to the revenue they are generating. It could also indicate that quotas are too high or perhaps too low. Or, maybe the business spend per rep outweighs their actual performance. In any case, this is an opportunity to dig deeper and identify the problem. 

Two red dials warn that quotas are too low, OTEs are too high, or your team’s quota attainment is off. If the latter is the case, time to prioritize sales coaching. 

As for when the Quota:OTE side is green and the Sales:Earnings side is yellow or red, this throws up our biggest red flag. In this scenario, you’re advertising unrealistic OTEs. Your OTE has become a false promise because not enough of your reps are actually hitting those numbers. And, when that happens, expect high turnover. 

Questions?

If you have additional questions, check out our FAQs page. Or, for additional resources, check out our Sales Compensation Calculator that includes tips and other support. 

Lastly, to learn how QuotaPath can automate commission tracking, reporting, and payouts, schedule a team to meet our team!

A wonderful challenge shared by startup leaders is that moment of growth when product demand outweighs a sales team’s bandwidth. The demos pile on, and a lean team works diligently to fulfill the requests. Guess what? It’s time to scale your sales team fast.

But for many leaders, ensuring that you have the right people in your seats takes time, as do new hire ramp-ups. And, as we all know, in Startup Land, time is of the essence.

Not sure how to scale a sales team fast? The following tips will help you accelerate your success. Let’s jump in.

Conclusion

To scale a sales team fast, put processes in place, don’t lose sight of coaching and existing customers, and embrace technologies that can make sales easier.

For more on how QuotaPath can help track and automate commissions as you scale your team, schedule a chat with one of our team members.

Look out, world! There’s a new Maxio and QuotaPath integration in town. We’re thrilled to partner with the industry-lauded financial operations platform. 

“Maxio’s partnership with QuotaPath will completely change the way finance and accounting teams calculate and account for the commissions their sales team earns,” said Barrow Hamilton, Chief Product Officer for Maxio.

Now, F&A teams that leverage Maxio and QuotaPath can add the QuotaPath Commissions Connector to fully automate the incentives’ management process. In return, F&A teams should expect about 17 hours a month back on their calendars for not having to do it manually. 

For: Finance and accounting teams

The benefits:

• Say “goodbye” to manual spreadsheets, and say “hello” to more time back
• Avoid awkward conversations with sales reps over paycheck reconciliations
• Quickly and accurately account for expenses from a single system
• Automate commission calculations and accounting
• Stay GAAP compliant with expense recognition

Our Founder and COO Cole Evetts echoed Hamilton’s excitement.

“Our partnership and integration with Maxio represent a huge milestone for QuotaPath,” said Cole. “This allows us to bridge the gap between two massively important steps in the commissions’ process. We’re able to provide a single source of truth that connects sales, operations, and now finance and accounting. Build, automate, and track your team’s commissions in QuotaPath. Then, seamlessly sync to Maxio to utilize their Expense Recognition engine.”

How it works

First, with the QuotaPath Commissions Connector, teams can design custom compensation plans within QuotaPath. Next, add deals within QuotaPath or feed them through a CRM integration via HubSpot, Salesforce, or Close.

Then, when a rep closes a deal, QuotaPath’s platform will recognize the Closed/Won opportunity and move it to a queue for earnings approval. Once the manager approves the deal, it shifts over to QuotaPath’s Payouts function, where the earnings from the deal get scheduled for rep payment.

This step sets off the integration, which syncs the commission data from QuotaPath into Expense Recognition by Maxio. 

From Expense Recognition in Maxio, F&A teams can select how they’d like to account for sales commissions and set up recognition periods. Then the automation kicks in. What follows is ASC-606 compliant accounting of commissions, prepaid expenses, fixed assets, and reseller agreements.

Additionally, F&A teams can lean on Expense Recognition by Maxio to generate reports that break down how each rep is accounted for. They can also consolidate journal entries for the general ledger to stay GAAP compliant.

Cue: chef’s kiss gesture.

Finance and accounting teams, you are the real MVPs. With our new partnership with Maxio, we hope to give you some time back by making it easier and more accurate to account for all earned commissions. 

To learn more, schedule a time to chat with one of our friendly team members.