Entering FY25, my team faced a challenging reset: my three top performers were still ramping, two tenured reps were coming off a career-best year but starting FY25 slow, and two others had inconsistent performance against increasingly difficult org-wide goals. Compounding this, we experienced attrition among our most tenured reps just as leadership rolled out new, more demanding targets—all against an org backdrop where average rep attainment was hovering around 40%.
To turn this around, I restructured how the team generated pipeline, shifting emphasis toward self-sourced opportunities. I built personalized, data-driven goals for each rep based on their historical deal size and conversion rates, so everyone understood exactly how many opportunities they needed to create monthly, and I tied our core top-of-funnel metrics directly to self-sourced generation. I also overhauled my coaching approach: rather than reactively parachuting into deal cycles as the team scaled to 7-8 reps, I instituted mandatory weekly coaching blocks for every rep, regardless of performance level. These sessions were distinct from standard 1:1 business reviews—each one identified a specific development area, built a continuous action plan around it, and ended with clear next steps and "homework" before the following session. This doubled the time I spent coaching and made that time far more productive and targeted.
The results were the best of my career leading a team: we finished FY25 at 80% team attainment versus roughly 40% org-wide, ranking #1 out of 18 teams. The team generated $5 million in self-sourced pipeline, and all 7 of my reps earned Presidents' Club designation. Three of my reps finished in the top 6 across the entire organization—all three of whom I personally hired and ramped from the ground up.
