A sales team doing a million a month, built inside twelve months
The trial, the run, and the gap. Here's the whole model.
The gap
The trial
The first six months. BEDA builds the function, staffs it and proves it.
The run
From there we run that team through to full maturity, and the back half of the year is where it pays.
The gap
The delivery capability already exists on your side. What's missing is the machine that fills it.
You don't need another salesperson. You need a sales function: the systems, the team, and the person running it.
Three types of fee. Nothing else.
- 1
Retainer
Lights on, working on the account. Matt full time as Sales Director, plus Zidane, Ali and Ties. Includes the first rep and the complete infrastructure build: process, calculator, CRM, lead generation, training, reporting.
- 2
Marketing service fee
Charged per project, inside the price presented to the end customer. Deliberately flexible. It's the lever that wins deals in the room. A portion is held for training, development and bonuses.
- 3
Seat cost
Per person onboarded, confirmed at the start of each month, charged from the day the trigger is pulled. Prorated for partial-month starts.
Retainer and seat costs are payable monthly in advance. Figures are shared on the first call.
The seat cost, properly understood
It is not a labour charge. It is runway.
Commission only
Our people earn on what they sell. Nobody is salaried into comfort.
A five-month ramp
This is long-cycle commercial B2B. A new rep takes five months to produce at full rate. That is the physics of the sale, not a training failure.
The seat covers the ramp
It covers living expenses while they invest in learning to sell your product.
Why it matters
Without it, the only people who would take a commission-only seat are people who cannot sell. The whole model depends on attracting people who can.
A recommended twelve-month structure
| Month | Reps | Admins | Monthly revenue |
|---|---|---|---|
| 1 | 0 | 0 | Build phase |
| 2 | 1 | 0 | $50,000 |
| 3 | 3 | 1 | $150,000 |
| 4 | 5 | 2 | $180,000 |
| 5 | 7 | 3 | $368,000 |
| 6 | 9 | 4 | $630,000 |
| 7 | 9 | 4 | $930,000 |
| 8 | 9 | 4 | $1,125,000 |
| 9 | 9 | 4 | $1,275,000 |
| 10–12 | 9 | 4 | $1,350,000 |
A planning model, not a commitment. Revenue uses a $150,000-per-rep monthly floor at full rate.
- 1
The cost stops growing at month six. The revenue does not.
- 2
The million a month lands in month eight. The twelve-month view matters more than the six.
- 3
Nobody is measured against a number they have not had time to reach.
The cost nobody budgets for
One rep who does not work out.
Three months to fairly assess, three months to performance-manage out. Six months of salary plus the recruiter fee, and a seat that produced nothing for half a year.
Three months to assess at the seat cost. Contract ends that day. Replacement sourced at our cost, seat paused from the exit. You never pay twice for the same ramp.
Across nine hires, expect two or three that do not land. And a non-performer surviving six months tells everyone else that underperformance is survivable. That is how sales teams rot.
Cheaper is not the argument
The comparison gets you in the room. This is what keeps you there.
- 01
The economics attract closers
The floor operates from Bali. A modest seat cost here is life-changing income there. The people competing for these seats are genuinely strong, not the bottom of the market.
- 02
Performance is not optional
Contractor terms are reversible on both sides. There will be no bad performers on this account. If someone is not performing, they are not there.
- 03
The team trains the team
The first cohort is trained deeply and becomes the trainers for the next. The team doubles every three months instead of growing one cautious hire at a time.
- 04
A real sales floor
Cadence, competition, coaching, culture. A room where selling is the only thing happening. The old-fashioned sales floor, run properly.
How the fees actually work
Paid in advance
Retainer and seat costs are payable monthly in advance. That is what allows us to invest in the build before any revenue exists.
Ten business days
Once a project is sold it is handed over. You have ten business days to approve, reject or come back with variations. When the window closes, the fee is payable.
Your process to own
Acceptance is your review, your costings, your confirmation. Nothing is invoiced on a job you have not accepted.
Larger projects are handled directly by Matt, worked from costing to signing alongside you, with fees agreed per project and approved before acceptance. The calculator has a ceiling that you set; everything inside it is standardised and scalable.
Risk and boundaries
Recruitment risk sits with BEDA
If a team member exits, we re-source and re-onboard at no additional cost.
Seat fees pause from the exit date and resume only once the replacement reaches the benchmark held by the person they replaced.
You never pay twice for the same ramp.
What sits outside
Paid media spend and inbound demand generation
Engineering, project management and operational delivery
Headcount above the agreed schedule
Third-party software licences and data credits, at cost, disclosed in advance
Mutually beneficial by definition, not by intention
The retainer and seat costs are cost recovery. They keep the lights on while the function is built. If all we walk away with is the retainer, this engagement has failed on our side.
The only version where BEDA wins is the one where the numbers are hit. That is your win too. Our definition of success is the same, and so is our definition of failure.
Next steps
- 1Both
Review and align
- 2Both
Confirm scope, pace and calculator ceiling
- 3BEDA
Issue partnership proposal and services agreement
- 4Both
Execution and commencement
Every figure and every timeline is a starting point, not a fixed term.
Tell us what you’re trying to grow
Thirty minutes with Matt. He’ll ask what you sell, who’s selling it now, and where it’s getting stuck. If we’re not right for you, he’ll tell you on the call.
No lock-in. We reply within one business day.