Business problem
Missing a bookings target can come from too few sellers, too little qualified pipeline, slow ramp, or too many simultaneous evaluations. HCM compares those constraints before a hiring decision.
My role
I built the headcount, ramp, and capacity model, including comparisons of incoming opportunities, active workload, and hiring scenarios.
What I built
Calculate ramped capacity
Apply availability and ramp assumptions to each seller's start date. Estimate their contribution in each planning period.
Check demand and workload
Compare incoming qualified opportunities and active evaluations with the team's observed throughput. Sellers with spare capacity still need qualified demand to produce bookings.
Compare the available changes
Model hiring, redistributing eligible accounts, adding pipeline, or removing administrative work. Show which constraint each change addresses and when it could affect output.
Key design decisions
Apply ramp once
Separate people on the roster from fully productive equivalents. If quota is already reduced for ramp or time away, do not reduce it again.
Check the opportunities available
Translate modeled revenue output into the qualified opportunities needed. Confirm enough suitable deals can enter and close in the period.
Choose the change that addresses the shortfall
If qualified demand is low, test sourcing or conversion. If evaluations exceed seller workload, compare redistribution, process changes, and hiring.
How to use it
Compare the target with ramp-adjusted seller output, qualified demand, and active opportunity workload for the same period. Identify whether the shortfall comes from demand, conversion, ramp, or workload. Model a specific change and its timing; a new hire cannot recover deals that must close before the hire starts.
Related playbooks
Ramp assumptions, revenue capacity, and opportunity workload. The planning example shows how a meeting-capacity limit affects the revenue plan.