More context on the scope of a sales person's role at your company would be helpful given that depending on the responsibilities, it can impact the amount of time they have/don't have in their calendar to take on more. I'd assess time spent on key revenue generating activities on average per week (e.g., discovery calls, demos, follow up meetings, etc.). If you identify time being spent on activities that could/should be automated (email communications, data entry, etc.), spend time finding and implementing solutions to help your existing team save time/operate more efficiently. Aim to optimize what you have before determining you've exhausted optimization and it's necessary to add more head count. I'd also take a look at what's causing the drop in demos booked to held. Thoughts coming to my mind are quality of leads and readiness of those leads. Is your current process allowing some lower qualified leads to engage with and use sales personnel time? If so, tighten up your lead qualification criteria/process to more effectively utilize sales time. On a personal note, I was once the only full cycle sales person covering software sales for North America and was conducting two, 1-hour software demos per day, along with all the other duties as the lone sales person. So, while it's great that you're starting to get some benchmarks to track at your company and use for decisions making, I can't help but compare it to my experience and assume with the general details provided that you are too early to be thinking about adding head count.
