Kylie Hodges

SDR Managers arent going to like this but... I don't send more than 25 emails a day. My positive reply rate is roughly 5%. By cold outreach standards, that's pretty stellar as the average is about 1.5% SDR managers are so focused on process automation that they've forgotten to properly train SDRs on how to write emails that resonate with prospects. I have ICP specific templates and add personalization on top for each prospect. The template formula is super simple: -Reaching out to you because X. (X= reason you believe this person/account experiences the pain you solve) -X is a problem because of Y. (Y= Deep business pain caused by X) -Social proof: We helped Competitor A solve this -Soft Ask: Is this something you've been looking into? The rule is simple. If you wouldn't reply to the email, your prospect won't either.

411

49 Comments

SDR Managers, a 50k base doesn't pay rent in 2025... and an unattainable OTE doesn't help. Top SDRs aren’t fooled anymore. They’re checking salary reports [see link below]. They’re talking to peers. And they’re applying to companies where comp plans reflect reality. If you want to keep talent, start with a livable base. Then build a culture where the OTE is real, not theoretical. SDRs talk. Word spreads. Want to see which companies are paying SDRs fairly? Check the list: https://lnkd.in/eRT2rXEr

310

25 Comments

🔥 Go-To-Market Strategy: Breaking Into the Mid-Market with Executives One of the toughest skills to master in sales is breaking into the mid-market with executives—especially off a cold call. I coach my Paycom team daily on this, and here’s the truth: you don’t earn executive time by pitching what you sell. You earn it by speaking directly to why it matters to their business. Here’s the framework I push every rep to master: 1️⃣ Lead with Insight – Executives tune out vendors, but they lean in for peers. Open with a market shift or a challenge you know is top of mind for their role. 2️⃣ Quantify the ROI – Cost savings, productivity gains, competitive advantage—if you can’t tie your solution to financial impact, you’re not in the executive conversation. 3️⃣ Make It Personal – Do the work. Reference their role, their public initiatives, their strategic direction. Relevance is credibility. 4️⃣ Be Command-Driven – Executives value clarity. One strong, outcome-driven question beats a five-minute feature dump. 5️⃣ Always Close for the Next Step – The goal isn’t to win the deal in 30 seconds. It’s to earn the right to a deeper, value-based conversation. Cold calls are still the fastest path to pipeline—but only when you operate at an executive level. 💬 To my network: what’s the most effective opener you’ve used to get an executive to lean in on a cold call?

74

3 Comments

Let’s talk about the SDR role. The job used to be simple: → Dial 100 numbers → Send 500 emails → Book a few meetings But the role is shifting fast. In 2025, the best SDRs aren’t cold-calling machines. They’re signal analysts. They know how to: → Spot micro-signals of intent → Use AI to craft contextual outreach → Move fast while buyers are warm Instead of grinding through scripts, they’re working from live intent data and booking higher-quality calls. This isn’t a job reduction story. It’s a job evolution. Signal-first outreach is changing what it means to be in sales development. Are your SDRs still cold-dialing… or are they running signal plays?

34

10 Comments

𝐌𝐨𝐬𝐭 𝐒𝐞𝐥𝐥𝐞𝐫𝐬 𝐃𝐢𝐬𝐚𝐩𝐩𝐞𝐚𝐫 𝐀𝐟𝐭𝐞𝐫 𝐓𝐰𝐨 𝐅𝐨𝐥𝐥𝐨𝐰-𝐔𝐩𝐬 SDRs stop early. AEs don’t want to feel pushy. Managers complain about pipeline gaps but don’t enforce follow-up discipline. Deals mature over time, not in the first conversation. Professional persistence is underrated.

15

11 Comments

Your job posting says "$200K OTE at 100% quota attainment." Your quota is $1.2M. Your commission rate is 8%. Do the math: $1.2M × 8% = $96K in variable comp. Add a $70K base salary, and you get $166K total compensation. lol where's the other $34K coming from??? Magic? Folks really need to stop publishing OTE numbers that are mathematically impossible to achieve through quota attainment alone. There's a whole lotta inflation going on here: 1. Accelerator assumptions. Your comp plan assumes reps will hit 125% of quota to reach OTE. But your capacity planning assumes reps will hit 100% of quota for revenue forecasting. So either your OTE is inflated, or your revenue plan is conservative. Both can't be true. 2. SPIFF pollution. Your OTE includes "typical" SPIFF earnings of $15-20K annually. But SPIFFs are supposed to be EXCEPTIONAL performance rewards, not baseline compensation expectations. You're essentially admitting your base plan doesn't work without constant intervention. 3. Timing arbitrage. Your comp plan pays higher rates on deals closed in specific quarters or months. So reaching OTE requires gaming timing, not improving performance. Let's break this down a bit and see if we can spot the problem: Let's presume a scenario with $200K OTE and a $1.2M quota. - Base: $70K. - Target variable: $130K. - Required to hit OTE: $130K ÷ commission rate. - If commission is 8%: Rep needs $1.625M in bookings (135% of quota). - If commission is 10%: Rep needs $1.3M in bookings (108% of quota). - If commission is 12%: Rep needs $1.083M in bookings (90% of quota). Most companies set the first scenario but advertise it like the third. I know it's imperative to be attractive to talent, but you're ignoring a lot of the downstream impacts. - On hiring: You're attracting candidates with inflated expectations who'll leave when they discover the math doesn't work. - On performance: Reps optimize for accelerator thresholds instead of consistent quota achievement. - On forecasting: Your revenue model assumes 100% quota attainment, but your comp model requires 125%+ for realistic earnings. Across the board, here's where most orgs sit as it relates to OTE and attainment: - Conservative OTE: What reps earn at 90-100% quota attainment. - Realistic OTE: What top 40% of reps actually earn annually. - Aggressive OTE: What top 20% earn in exceptional years. Most job postings advertise aggressive OTE as if it's realistic. That's bonkers. Just publish honest ranges in your JD. Something like: "$160-200K total comp based on 90-110% quota attainment" Also, be sure to align OTE with quota math. If you're advertising $200K OTE, make sure it's achievable at 100% quota, NOT 125%. If your reps need to hit 125% of quota to reach "target" earnings, your targets are broken. Either lower your OTE promises or raise your commission rates.

532

106 Comments

Most AE self sourcing efforts fail. Not because it isn't possible - the numbers just don't usually justify the time. - 45 min/day = ~25 dials - 5% connect rate = ~1 conversation/day - 1 conversation per day doesn't feel like progress so reps stop doing it. AE behavior follows momentum and if they don't see quick wins, 2 days past the team call "Daily PG blocks" stop happening. Now flip the math. This week I've done 45 min of calling per day. With a 22% connect rate, I've had 51 conversations and booked 6 meetings. Same time - very different output. Top 1% PG full cycle AE's are much cheaper than paying the typical AE + SDR combo. Angela Garinger VP Sales at Outreach had a conversion rate problem in the SMB segment. She converted 35 of her SDR's to full cycle AE's and all of a sudden the conversion rate problem disappeared. (I'm sure there are more stories like this) If I were a betting man (Which I am occasionally), I would bet on less SDR reliance and more efficient full cycle AE teams.

54

30 Comments

A typical SDR call block: Dial tone. Voicemail. Dial tone. Voicemail. Dial tone. Voicemail. Dial tone. Phone tree. Repeat that 100 times. If they’re lucky, they get 2–3 real conversations. Now look at a TitanX SDR call block: Dial tone. Voicemail. Dial tone. “Hi this is the VP of Sales.” Dial tone. Voicemail. Dial tone. “Hey this is the Head of Marketing.” And it keeps going. Our SDRs aren’t robots. They’re not making 200 dials a day. They’re just calling people who actually pick up. Most SDR teams measure activity. We measure conversations. Because conversations build pipeline. Not dial tones. If your reps are grinding for 3 connects a day, there’s a better way.

36

2 Comments

Your call show up rate is getting worse by the day and yet you're sat there blaming Calendly, and your poor SDR for not nurturing them properly. NEWS FLASH BUDDY: You're the problem. More specifically, it’s the way you’re showing up before the call ever gets booked. See, most people are obsessed with post-call follow-up. But what about your pre-call flow? If someone books a call and never shows up, or worse, shows up with zero buying intent, it’s not because they’re a bad lead. It’s because you didn’t spend enough time becoming someone worth showing up for. In 2025, attention spans are short and options are endless. If your face, voice, and message haven’t been embedded in their mind before the call… then you haven’t earned the right to close them. The best closers don’t rely on their pitch. They rely on the authority they built before the pitch even starts. That’s where YouTube comes in. YouTube is the fastest way to turn strangers into obsessed, high-intent buyers. Not because it goes viral. Not because it hacks the algorithm. But because it creates a parasocial bond at scale. You publish the right video, with the right message, solving the right problem… and your future clients start watching on loop. By the time they land on your calendar, they already know your voice, your style, your frameworks, your credibility. To them, you’re not a random expert, you’re the one they’ve already decided they want to work with. So if your calls are quiet, your leads are cold, and your show-up rate is tanking, stop tweaking your calendar reminders. Start fixing your presence. Build the content. Build the bond. Become the celebrity in their mind. When they finally jump on a call with you, they should already be 70% closed. Everything else is just paperwork.

14

3 Comments

"Buyers have changed, so cold calling doesn’t work anymore." That’s a complete myth. Low response rates come from poor strategy. Not the market itself. When done right, with the right list, message, and timing. Cold calling gets more real-time feedback than any other channel . Beside say a in-person event. Cold calling is far from knackered. It's just that most outbound motions are completely washed up!

11

12 Comments

🚨 SDR-to-AEs handoff is broken. Fix this, save your deals. It’s one call. One deal. One chance. As an SDR, you’ve done your part: ✅ You made that cold call count. ✅ You uncovered pains, needs, budgets, and processes. ✅ You built trust. Then, your AE steps onto that call… …and asks ALL those same questions again. Suddenly, your credibility is gone. Your deal? Hanging by threads. This isn’t just frustrating—it’s costly. Here’s how we fix this: 👉 For Account Executives: 1️⃣ Block time before discovery calls (15-30 mins). → Review your SDR’s notes. → Understand client needs BEFORE stepping on that call. 2️⃣ Share those notes with Solution Engineers. → Align early, ask sharper questions, and deepen trust. 👉 For SDRs: 1️⃣ Organizing is key: → Use tools like CRM or AI for clean, detailed summaries. → Include links, screenshots, and key insights. 2️⃣ Keep reminding your AE: → Be proactive. → Make their prep easier. 👉 For Leaders: 1️⃣ Train both SDRs and AE teams for smooth handoffs. → Sales isn’t just external—it’s internal too. 2️⃣ Invest. → Equip teams with tools that simplify transitions. Sales is teamwork. Missteps cost deals. Let’s make sure your next handoff builds credibility, not breaks trust. What’s your biggest challenge with SDR-to-AEs transitions? #SalesLeadership #Teamwork #Revenue

21

8 Comments

SDRs - Getting promoted to AE is HARD. Here are 5 things I did to get promoted that you can copy too: 1. Choose the right company: DataGuard had a proven track record of promoting employees within the sales org from BDR - AE - Ent AE. 2. Aligned with an internal champion: Max Seidl made it very clear from the outset that he was looking to ensure I was promoted to AE as long as I hit my metrics. So we mapped out what success looked like and how to get there. Once it was clear I was delivering, Max was eager to run through walls to let other GTM stakeholders know of my promotion plan. 3. Regular check-ins: I'd check in with Max in my 121 on where I was in relation to my promotion goal and how I could improve. 4. Prepare for the next role: Whilst still delivering on my BDR duties, I found time to practice discovery and demo roleplays with my colleagues to prepare me for the role. Loyd Spillane and Ashish Gandhi thanks for the help! 5. Enjoyed the ride: Enjoy the journey as an SDR, the skills you learn in your X months in the role are the foundations of a successful AE. So soak up the knowledge and watch the months fly by. Anything you'd add? P.S Here's a picture of me doing the sunrise hike in Guatemala! Worth the pain lol!

53

10 Comments

Most SDR programs fail within 18 months. Not because SDRs can't do the work. Not because outbound is dead. They fail because leaders make decisions in bulk instead of tracking what actually matters at the individual level. You hire 5 SDRs. Three months later, none are hitting numbers. So you shut down the program. Then you try again. Same result. The problem isn't the SDR motion. It's that you're not tracking the right metrics person by person. This is Part 1 of a 5-part series where I'm breaking down the exact red flags and metrics you need to track for every GTM role. Full video in the comments. ⬇️ Here's how to build a stable SDR program: Month 1: Product and Systems They need to pass product certification and CRM mastery by week 4. Check weekly. Correct immediately. If they're not there by month end, cut bait. Month 2: Activity Metrics They need to hit call numbers, email numbers, and social touches. Weekly check-ins. If they can't hit the numbers by end of month 2, move on. Month 3-4: Real Skills This is where it gets real. They need 10% response rate and 20% objection handling within two months. This is the first skill that's actually challenging, so you give them time to develop it. Track person by person and you build a stable motion. Track in bulk and you keep blaming the program. One more thing: Research shows putting a new hire within 10 meters of a negative employee drops productivity by 10%. On a $1M quota, that's $100K in lost ARR. The flip side? Put them next to a high performer and their performance jumps 15%. Permanently. Who you keep on your team matters for everyone around them. Coming up in this series: Part 2: AE Red Flags and Metrics Part 3: Sales Leader Performance Indicators Part 4: Marketing Hiring Mistakes Part 5: Customer Success Metrics A follower's comment prompted this entire series, and I'm grateful for it. 🗨️ Have any topics you'd like to hear me talk about? Leave them in the comments. 📩 And if you're building or fixing an SDR program right now and want to talk it over, shoot me a DM. Happy to hop on a call and talk through your specific situation.

24

5 Comments

Closed 3 deals in 14 days. With zero sales experience. Most rookie reps aren’t lazy. They just lack a roadmap. You don’t need fake confidence. You need small wins that build it. Here’s why most reps stay stuck: * Don’t know what to say * Chase unqualified leads * Avoid rejection at all costs * Confuse activity with progress What helped me close fast? A system built for new reps. The toolkit I wish I had on day one: 1. Daily Sales Checklist → 10 DMs, 5 follow-ups, 15 mins learning 2. Discovery Call Guide → Ask → Dig → Show value → Close 3. Lead Qualifier Sheet → Pain | Budget | Role | Timeline 4. Follow-Up Map → 2-day → 5-day → 7-day 5. Objection Answers → “Too expensive” → “What’s the ROI?” 6. Outreach Scripts → For cold, warm, and referral leads Sales isn’t about saying the right thing. It’s about solving the right problem. And that’s what our Power of Sales program does: It takes people with little to no experience and turns them into quality B2B sellers in 90 days. Rookie reps don’t need pressure. They need tools, clarity, and belief. That’s how you build confidence that closes. Follow Mark Salter for more Sales tips...

268

37 Comments

Prospect no-shows aren't about them being too busy. They're about getting the ick. (simple solve here) They were a little curious. Filled out the form. Picked a time. Everything was great. And then between Tuesday when they booked and Thursday when the demo was supposed to happen, they saw right through your motives as a needy. "Hi Billy, just wanted to make sure you're still good for our upcoming conversation!" The ick. Or they visited your website again and actually read the copy this time. "We leverage AI-powered insights to synergize cross-functional workflows." THE ICK. Or your SDR sent them a LinkedIn message. "Hey! So excited to connect! Just wanted to reach out personally before our demo..." You know what the solution is? Stop. Talking. Between form fill and demo, your job isn't to nurture. It's to not screw it up. Send ONE email. Not six. ONE. And make it the only email they actually want to receive: "Here's the meeting link for you. Glanced at your site - saw you're doing [SPECIFIC THING] ... not easy work! We can take the call wherever but planned to show you how [COMPANY] in [THEIR INDUSTRY] solved [SPECIFIC PROBLEM] with a small tweak. No pressure call, if you walk away learning something new thats a win for me. If this isn't the right time, let me know and we'll punt." That's it. No resources. No prep materials. No AI-powered confirmation sequences. Don't be afraid to stand out and let your personality shine - they're likely gonna no show anyways, why not have some fun. The best way to build trust isn't more touches. It's just being authentically you and knowing when to stop talking.

12

1 Comment

I read 3 JDs posted today for SDR Managers/Leaders. EACH WILL FAIL. Each post is excited & optimistic, wants a driven former seller with a passion for coaching, requires 1 year experience/success, offers a minimum OTE of $110k and max in the $130-160k range. Each wants to scale. Here are the main (but not only) problems: 1) Experience 2) Comp 3) Expectations 1) Experience: One year is a weird goal. After 12 months managing, who is crushing it with their team but also looking for work? One year means someone just got promoted from an IC and is just learning how to manage. They have almost zero coaching experience and if they’re looking already, they probably didn’t get mentored well. Why would they have better skills than someone brand new? You’re selecting for early failures instead of people who haven’t had their shot yet. You know why orgs choose 1 year? Because they want to underpay, which brings me to… 2) Comp: A brand new AE makes $140-180k in SaaS. 2 years in, they’re making $200-250k or more. Heck, even great SDRs can make $130k+. But you want a great manager and future leader for $110k to maybe $140k? Good sellers can do math. SDR Directors make $250k+… so this person should believe that if they do well, you’ll give them a $140k bump? Come on, it really means they’ll never get a real promotion and we all know it (no, adding “senior” and $10k doesn’t count). Top SDR Manager roles pay up to $180-$220k on their own… is your HR team so amazing that they’ll find someone just as good for $100k less? Really? In this range, you’ll find either a bored babysitter or a recent SDR in WAY over their head. 3) Expectations - Coaching & Scaling: Consider everything I’ve laid out so far. Now imagine who will apply. Does this person truly know how to coach? Do they know how to manage people not like themselves? Do they know how to support senior leaders or prep data for the board? Do they understand data well enough to make reporting and systems that scale? How about hiring, firing, comp plans, spiffs… I’ll stop before I write 200 pages. You’re hiring a trainee in a super complex role and expecting greatness. Last year’s top SDR is rarely this year’s top coach. Do you know how long it took the great coaches to evolve? How much experience they’ve had, and how many failures? How different that skill is from having done it themselves? If you think knowledge + low pay = great coaching, take a look at our school systems. It equals babysitting at best and major risks/liabilities at worst. Conclusion: I’ve been brought in as a new leader or consultant about 15x, always about 1.5 years after this scenario. Every time, this was tried first and went nowhere. Then, after spending 6-7 figures on nothing, each team decided to invest and plan ahead. So they interviewed me and my peers and paid what was needed to have us undo the damage. My advice? Do it right, or wait to do it at all. When you’re ready, invest what you should and watch your pipelines grow!

16

10 Comments

Hiring an SDR is never “just salary.” I’ve built SDR teams — and the cost spreadsheet is usually missing half the lines. If you’re comparing in-house SDR vs outsourced / fractional coverage, here’s what shows up in the real math: • Base + OTE • Benefits + payroll taxes + overhead • Tools stack (data, dialer, phone, sequencing, enablement) • Ramp time = you’re paying before you’re getting meetings • Coaching + QA + management time • Lists + messaging + process (someone builds the system) • Turnover risk resets ramp + stalls pipeline momentum So the question isn’t really “hire vs outsource.” It’s: do you need another employee… or do you need consistent calling coverage that produces meetings? What are you optimizing for in 2026? ✅ Speed to pipeline ✅ Lowering the risk of a bad hire ✅ Lower cost per meeting

14

8 Comments