Bridget O.

I’m curious how teams have historically tracked progress against the company goal and then factored in things like rep attendance/capacity. The team currently spends a lot of time looking at rep activity, days in seat, and pacing, but then wants to layer in things like OOO, LOA, etc. That feels a bit different from how I’ve looked at pacing in the past. I’m curious what methodology you’re using to evaluate pacing to target specifically, how you distinguish between a gap driven by available selling capacity/attendance versus a true productivity or performance gap.

Hello hello 👋 Bridget here a 📍Chicago based GTM Strategy & Operations 💬 building the programs, systems, and teams that scale revenue https://www.linkedin.com/in/bridgetnotto/ 🎬 activities/interests: triathlon (in progress), birding, reading, and camping 🤝 Looking forward to connecting