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sales-ramp-enablement

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Design rep ramp as an instrumented system instead of treating the months between start date and full production as weather. Use when new reps take too long to produce, ramp assumptions distort capacity plans, or certification is a vibe. Builds a milestone-gated 30-60-90 with certification evidence, wires ramp math into capacity and forecast, sets ramp-adjusted quota and draw logic, and installs the manager cadence that catches a drifting ramp in week three instead of month five. Produces a ramp plan, certification gates, and ramp-adjusted targets. Rule: if ramp is not instrumented, every capacity plan built on it is fiction. Trigger phrases: ramp time, new rep onboarding, time to productivity, certification, 30-60-90, ramp quota.

skills/rutger-katz/sales-ramp-enablement/SKILL.md

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# Sales Ramp and Enablement: Productivity by Design, Not by Osmosis

Ramp is the most expensive unmanaged period in a GTM budget. SDRs average around 3.1 months to productivity, from the one surveyed-methodology source in this space (The Bridge Group SDR Metrics, 2023). AE figures are softer: 2025-2026 industry compilations, published without unified methodology, put average AE ramp toward 5-6 months with enterprise motions far longer; trust the segmentation shape and the lengthening trend, not the exact numbers. Multiply the months by loaded cost and missed quota coverage and a single slow ramp costs more than the enablement program that would have prevented it. Yet most companies run ramp as scheduled exposure: a training week, a shadowing rotation, a quota that switches on at a date the calendar picked.

The core rule: **ramp is graduated by evidence, not elapsed time.** Every element below either defines the evidence or wires the consequences.

## Ramp Math First

Before designing content, put ramp into the revenue model, because that is what makes the program a CFO conversation instead of an HR one:

- Ramp cost per hire = months to full productivity x (loaded cost + quota coverage gap). Compute it for your last four hires; this number funds everything else in this skill.
- Capacity planning uses ramped-equivalent reps, not headcount: a rep in month two of a five-month ramp is 0.4 of a rep in the coverage model. Annual plans that count heads instead of ramped-equivalents manufacture a pipeline gap and then blame the market (feed this into the bottoms-up capacity model in revops-forecasting).
- Ramp-adjusted quota: stepped targets over the ramp arc with a draw or guarantee matched to the steps. A full quota on day one does not accelerate learning; it teaches new reps to chase bad deals, which your qualification gates then have to catch.
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