Key Factors Slowing Down SDR Ramp Time: Framework vs Messaging

dekyi d. · 2025-12-16T10:55:48.550Z

Curious how people here think about SDR ramp time reduction 👇 In your experience, what actually slows reps down more: 1. lack of a clear account research framework 2. difficulty adapting messaging live on calls Feels like teams invest heavily in one, but struggle with the other. What’s been true for you?

Key Factors Slowing Down SDR Ramp Time: Framework vs Messaging | RevGenius

2 comments

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Colin M.
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It comes down to being very clear on expectations for the rep on what they need to achieve while being transparent with the business as well. Take this path with a grain of salt, this can be cut down a bit, but this is generally what I aim to follow.... Month 1- Product/ Person Familiarity, Call/Email/prospecting tech stack certified, New hire orientation completed Month 2- Start outbound outreach or inbound follow up, Account & territory plan proficiency, Competitive/discovery/ mini demo certs completed, Solo 1:1 with Aligned AE partners Month 3- Day to day proficiency, Accountable to weekly activity and result metrics, Driving 1:1 conversations with Manager on planning, results and coaching Months 4-6: Day to day expertise, persona expertise, carrying full quota, innovating new tactics, accountable to results and forecasting Months 6-8: Full demo cert, product expertise, mentoring peers, feedback to manager on process or improvements Month 9+: Full role expertise
Vincent
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Honestly dekyi d. your question is missing (a lot) of context. Why? It depends of your product (how complex it is to learn and get a handle on) your internal setup and readiness to teach and pass on “the right” information and training to your team members AND the seniority at which you recruit them. Are we talking brand new hires out of uni doing inbound follow-up on contact us forms/warm leads or outbound senior hires expected to do pure outbound into enterprise level accounts etc… Those are very differen beasts and although a high-level guideline give you a basic structure the devil is in the details (always) in terms of how you’re going to coach them and support them to succeed. Curious, How long have you been leading/building sales dev teams? The worst mistake you can make is ask very high-level questions with little to no context as you’ll get broad answers that ARE NOT applicable to every company and scenarios… make sense?