Hey everyone, Just joined RevGenius, excited to be here. I’m trying to validate a hypothesis that a lot of deals slow down early, not because of product fit or messaging, but because initial conversations happen without a clear understanding of who actually decides vs who just influences inside the account. I’m especially curious:
When (if ever) SDRs actively think about org structure
Whether this is something you’re incentivized to care about, or mostly an AE concern
If this even feels like a real problem in day-to-day SDR work
Just researching and learning. I’d appreciate your perspective.
SDRs are often thinking about ORG Structure / if the person’s a decision maker. It's just difficult to get a meet with the decision maker so it's a way in
Hey Jonayed, currently an SDR with almost two years in the role.
Yes, we take org size seriously when qualifying accounts against our ICP, though it can vary by industry. In AdTech, for example, company size isn’t always the best signal—metrics like monthly traffic or digital reach can matter more.
Our incentives are tied to qualified demos, meaning the account must meet ICP rules around both company profile and the contact’s job title.
If a company looks like a fit but falls short on org size, we flag it to the AE or sales manager and decide whether to proceed, this usually works well and keeps deals from stalling early.
Hope this helps!
Amit I think you're missing the mark on the question and honestly proves Jonayed's point since you're two years in the role. Jonayed - Most SDRs think about org structure in terms of qualify the opp not actually in terms of who do we need on the call or next call to decide compared to who can influencer the deal. This is rarely incentivized on the SDR side but it should be. When I was an SDR I was incentivized by a qualified meeting and paid out on a small percentage of the deal if it closes - which aligned me to make sure it was the right people on the call and support and learn from the AE. Barely any teams do this because they're cheap and unaligned. This is a very real problem but its not an SDR problem its a leadership/executive misalignment problem.
in complex enterprises its hard to involve multiple stakeholders that are required to close the deal. SDR's are incentivized on just one influencers or decision maker for it to qualify
Hi Jonayed, as has been mentioned above, it really depends on the comp structure. Most SDRs are compensated around qualified meetings rather than gathering intelligence about an organisation. Hope this helps!
