# New-Hire Ramp-to-Quota Calculator

> A benchmark-driven calculator and worksheet for tracking a new rep's ramp curve against industry norms, so you know by week six whether they're on pace or need intervention.

Free calculator/tool for sales managers. Topic: [Sales Leadership & GTM Strategy](https://www.peerlab.ai/library/topic/sales-leadership-gtm-strategy/). Published by PeerLab in the [Sales Enablement Resource Library](https://www.peerlab.ai/library/). Source: https://www.peerlab.ai/library/new-hire-ramp-to-quota-calculator/

## How to use it

Fill in your team's own historical activity averages into Section 3, run every new hire through the Week 6 Scorecard on schedule, calculate the Ramp Index, and act on the threshold in Section 5 the same week you calculate it, the entire value of this tool collapses if the Week 6 checkpoint slips to week 10.

## What's inside

- Full ramp-time benchmark table by deal complexity/ACV segment (transactional, mid-market, enterprise)
- Week-by-week expected productivity curve as a % of full quota
- Leading-indicator activity benchmarks by week (calls, meetings, opportunities created, pipeline generated)
- The Week 6 Scorecard, the specific go/no-go checkpoint fields to fill in
- Ramp Index formula: the single number that says on-pace, at-risk, or off-pace
- Red/Yellow/Green intervention thresholds and the action tied to each
- Full ramp cost worksheet: what a slow ramp actually costs, to justify investment in fixing it

## 1. Benchmark Full-Ramp Time by Segment

"Full ramp" = the point a new rep is expected to carry 100% of a tenured rep's quota. Use the segment closest to your motion; recalibrate after your first 3 cohorts of actual data.

| Segment | Typical sales cycle | Benchmark full-ramp time |
|---|---|---|
| Transactional / SMB (short cycle, low ACV) | Under 30 days | 2-3 months |
| Mid-market | 30-90 days | 3-5 months |
| Enterprise / complex (multi-stakeholder, long cycle) | 90+ days | 6-9 months |

---

## 2. Week-by-Week Expected Productivity Curve

Expressed as % of a fully-ramped rep's quota expected in that period. Adjust the end-of-curve week to match your segment's full-ramp benchmark above (this table shown for a 5-month/~22-week mid-market ramp; stretch or compress proportionally for your segment).

| Week | Expected % of full quota | Primary focus this period |
|---|---|---|
| 1-2 | 0% | Onboarding, product/process certification: no pipeline expectation |
| 3-4 | 0-10% | Shadowing, first outbound activity, first discovery calls |
| 5-6 | 10-20% | **Checkpoint (see Section 3)**: first self-sourced opportunities created |
| 7-10 | 20-40% | Independent pipeline generation, first live deals in mid-stage |
| 11-14 | 40-60% | First closed-won deals expected |
| 15-18 | 60-80% | Approaching full pipeline ownership |
| 19-22 | 80-100% | Full quota-carrying, judged like any tenured rep from here |

---

## 3. Leading-Indicator Activity Benchmarks (fill in your own team's historical averages where marked)

| Week | Calls/outreach touches per week | Meetings booked per week | Opportunities created (cumulative) | Pipeline generated (cumulative, % of quota) |
|---|---|---|---|---|
| 1-2 | 0 | 0 | 0 | 0% |
| 3-4 | [team avg] | [team avg] | 0-1 | 0-5% |
| 5-6 | [team avg] | [team avg] | 2-4 | 10-20% |
| 7-10 | [team avg] | [team avg] | 5-8 | 25-45% |
| 11-14 | [team avg] | [team avg] | 9-14 | 50-70% |

---

## 4. The Week 6 Scorecard (the critical early checkpoint)

Fill this in for every new rep at exactly the end of week 6, this is the earliest reliable point to catch a ramp problem while it's still cheap to fix.

| Field | Benchmark target | Rep's actual | Gap |
|---|---|---|---|
| Opportunities self-sourced | 2-4 | _____ | _____ |
| Pipeline generated (% of quota) | 10-20% | _____ | _____ |
| Discovery calls completed | [team avg] | _____ | _____ |
| Manager call-review score (0-5 rubric) | ≥3.0 | _____ | _____ |
| Product/process certification complete | Yes/No | _____ | _____ |
| CRM hygiene (fields completed correctly) | ≥90% | _____ | _____ |

### Ramp Index Formula

**Ramp Index = (Actual pipeline generated ÷ Benchmark pipeline generated) × 100**

- **Ramp Index ≥ 90** → **Green.** On pace, continue standard cadence.
- **Ramp Index 60-89** → **Yellow.** At risk, schedule a diagnostic 1:1 this week (see Section 5).
- **Ramp Index < 60** → **Red.** Off pace: trigger formal intervention plan this week, do not wait for the next scheduled review.

---

## 5. Intervention Actions by Threshold

| Status | Action within 1 week |
|---|---|
| **Green** | Continue standard 1:1 and call-review cadence; no additional intervention |
| **Yellow** | Run a root-cause 1:1 using this diagnostic: is the gap in activity volume, activity quality (call reviews), pipeline quality (self-sourced vs. handed), or product knowledge? Assign a specific fix (e.g., paired calls with a top rep, additional certification) and re-check at week 9 |
| **Red** | Escalate to a formal 30-day improvement plan with weekly (not bi-weekly) check-ins, paired shadowing on every call, and a defined re-evaluation date; involve enablement/manager's manager |

---

## 6. Ramp Cost Worksheet (use to justify investment in fixing a slow ramp)

| Field | Formula | Your numbers |
|---|---|---|
| Fully-loaded new-hire cost (salary + benefits + commission floor) for the ramp period | _____ | _____ |
| Quota the rep "should" have carried during ramp period (per Section 2 curve) | _____ | _____ |
| Actual pipeline/bookings generated during ramp period | _____ | _____ |
| **Ramp gap cost** | (Should-have-carried quota × win rate × ACV) − Actual bookings | _____ |
| Cost of a 4-week ramp delay (rule of thumb) | 1 month of fully-loaded cost + 1 month of lost quota-equivalent pipeline | _____ |

Use this worksheet when deciding whether to invest in additional enablement/coaching for an at-risk rep versus managing them out: a 4-week ramp delay is rarely free, and this number makes the trade-off visible.