Sales plan 2028, Ledgerbloom

Sales plan template with quarterly targets and pipeline maths

A sales plan has to turn a revenue number into the deals, pipeline, meetings, territories and people needed to reach it, so the team knows by the first week of each quarter whether it is on track. This six page plan for a B2B software company does that for a $4.8 million target, working back from 120 deals to 414 opportunities and 920 first meetings.

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Ledgerbloom
15 November 2027

Sales plan 2028

$4.8 million in new annual recurring revenue, quarter by quarter.

Prepared by
VP Sales
Date
15 November 2027
Sales plan 2028, Ledgerbloom, confidentialPage 2 of 6
Sales plan 2028, Ledgerbloom, confidentialPage 3 of 6
Sales plan 2028, Ledgerbloom, confidentialPage 4 of 6
Sales plan 2028, Ledgerbloom, confidentialPage 5 of 6
Sales plan 2028, Ledgerbloom, confidentialPage 6 of 6
1. Summary

Ledgerbloom sells accounts payable automation software to companies with 200 to 5,000 staff. In 2027 the team of eight account executives closed $3.6 million in new annual recurring revenue (ARR). The 2028 target is $4.8 million, a 33% increase, reached by adding three account executives, lifting the share of meetings booked by the sales development team, and keeping the average deal at about $40,000 a year.

$4.8M
New ARR target
120
Deals to win
3.5x
Pipeline coverage
8 to 11
Account executives
2. 2027 in numbers
Measure
2027 result
New ARR closed
$3.6 million
Deals won
92
Average first year deal
$39,130
Win rate from qualified opportunity
29%
First meeting to qualified opportunity
45%
Average sales cycle
74 days

The conversion rates held steady through the year, which makes them a sound base for the maths in section 4. The weak point was supply: in three of the four quarters, the team entered the quarter with less than three times its target in pipeline, and missed in each of those quarters.

3. Targets by quarter

The target rises through the year as new hires ramp up and as the fourth quarter brings budget year end buying. Pipeline needed is the target multiplied by 3.5, and must be in place on the first day of each quarter.

Quarter
New ARR target
Deals
Pipeline needed
AEs selling
Q1
$960,000
24
$3,360,000
9
Q2
$1,200,000
30
$4,200,000
10
Q3
$1,200,000
30
$4,200,000
11
Q4
$1,440,000
36
$5,040,000
11
Year
$4,800,000
120
$16,800,000
New ARR target by quarter, thousands of dollars
Q1Q2Q3Q404008001.2K1.6K
What the target excludes
The $4.8 million covers new customers only. Upgrades and extra entities for existing customers are owned by the account management team under a separate expansion target, so the two teams never count the same deal twice.
4. Pipeline coverage maths

The plan works backwards from the target using 2027 conversion rates. With a 29% win rate, each dollar of target needs 1 divided by 0.29, or 3.45 dollars of qualified pipeline; the plan rounds this up to 3.5 to allow for slipped deals. The same rates give the number of opportunities and first meetings the year needs:

Step
How it is worked out
Needed in 2028
Deals won
$4,800,000 at $40,000 each
120
Qualified opportunities
120 at a 29% win rate
414
First meetings
414 at 45% qualified
920
Meetings booked by SDRs
55% of first meetings
506
Meetings from inbound enquiries
30% of first meetings
276
Meetings from partners
15% of first meetings
138
The rule that follows
If pipeline for the coming quarter is below 3.5 times its target four weeks before the quarter starts, the VP Sales moves SDR time and partner effort to that gap immediately, rather than waiting to see if late deals appear.
5. Territories

Accounts are split into three regions by head office location, plus a strategic segment for the largest companies, which have longer cycles and bigger deals. Each territory's share of the target follows its 2027 pipeline and the number of target accounts in it.

Territory
Target accounts
AEs
New ARR target
Share
North region
1,150
3
$1,440,000
30%
South region
960
3
$1,200,000
25%
West region
780
2
$960,000
20%
Strategic, over 1,000 staff
210
3
$1,200,000
25%
Total
3,100
11
$4,800,000
100%
6. Activity standards

Activity is a means, not the target, but the maths only works if the meetings happen. These are the weekly standards for a fully ramped account executive and sales development representative, reviewed in the Monday pipeline meeting:

Activity
Per week
Role
First meetings held
2
Account executive
Product demonstrations
3
Account executive
Proposals sent
1
Account executive
Accounts researched and contacted
40
SDR
First meetings booked
4
SDR

Three SDRs booking four meetings a week across 46 working weeks give 552 meetings, enough to cover the 506 the plan needs with room for no shows. Each account executive also runs one customer review a month with a recent client, which feeds the reference program and expansion pipeline.

7. Hiring and capacity

Three account executives join during the year. Each ramps over four months, so the plan counts only part of their quota. Total quota capacity is set at about 115% of the target, because not every seller reaches quota.

January 2028
Third SDR starts, shared across regions
February 2028
Account executive 9 starts, North region
May 2028
Account executive 10 starts, Strategic
August 2028
Account executive 11 starts, West region
Quota capacity
2028
8 ramped account executives at $560,000
$4,480,000
Account executive 9, ramp adjusted
$420,000
Account executive 10, ramp adjusted
$350,000
Account executive 11, ramp adjusted
$280,000
Total capacity, 115% of the $4.8 million target
$5,530,000
8. Risks and review
A hire starts late: the strategic segment target moves to the North region team until the seat is filled.
Average deal size falls below $36,000: review discounting approvals and add a second product bundle to proposals.
Win rate drops below 25% for two months: run deal reviews on every lost opportunity and retrain on discovery.

The VP Sales reviews pipeline coverage and activity every Monday, reports to the leadership team monthly, and resets quarterly targets with finance if a quarter closes more than 10% above or below plan.

Section by section

What each section is for, so you can keep the ones you need and drop the rest.

Cover
Spine cover with the company, plan year and the $4.8 million goal.
1 and 2. Summary and last year
A stats strip and six 2027 measures that the maths builds on.
3. Targets by quarter
Target, deals, pipeline needed and sellers per quarter, a bar chart and an exclusions callout.
4. Pipeline coverage maths
From 120 deals to 920 first meetings by source, with a coverage rule.
5. Territories
Four territories with accounts, sellers, target and share adding to 100%.
6 and 7. Activity, hiring and capacity
Weekly standards, a four step hiring timeline and quota capacity of $5.53 million.
8. Risks and review
Three triggers with responses and the weekly and monthly review rhythm.

How to adapt this document

First, replace every rate with your own from the last 12 months: win rate, meeting to opportunity rate and average deal; borrowed benchmarks make the maths look precise and still be wrong. Second, if you sell one off products rather than subscriptions, swap new ARR for bookings and keep the rest. Third, a team of two or three can drop territories and hiring, but should keep the coverage maths and the weekly activity check, which matter most in a small team.

What makes this document work

Coverage is calculated, not assumed

Section 4 shows where 3.5x comes from: a 29% win rate means 1 divided by 0.29, or 3.45 dollars of pipeline per dollar of target, rounded up for slipped deals. The same rates turn 120 deals into 414 qualified opportunities and 920 first meetings, split 506, 276 and 138 by source.

Quarters, territories and capacity all add up

Quarterly targets of $960,000, $1.2 million, $1.2 million and $1.44 million add to $4.8 million and 120 deals; territory shares of 30, 25, 20 and 25 percent add to the same total; and quota capacity of $5.53 million sits at 115% of target with each new hire ramp adjusted.

Activity is tied back to the maths

The weekly standards are not arbitrary: three SDRs booking four meetings a week across 46 weeks give 552 meetings against the 506 the plan needs from them. When the activity table and the funnel table agree, a manager can tell in week three whether the quarter is at risk.

Questions people ask

What is pipeline coverage?

The value of qualified opportunities in the pipeline divided by the target for the period. If a team wins 29% of qualified pipeline, it needs about 3.45 times its target to expect to hit it. Many B2B teams plan on three to four times; the right figure is one divided by your own historical win rate.

How do you set quarterly sales targets?

Start from the annual number, then weight quarters by when customers buy and when sellers will be productive. This plan rises from $960,000 in the first quarter to $1.44 million in the fourth, because new hires ramp through the year and customers spend remaining budget at their year end.

Why set quota capacity above the sales target?

Because some sellers miss quota, some leave and some start late. Assigning only exactly the target makes a miss likely. This plan sets total capacity at about 115% of the $4.8 million target, counting only part of each new hire's quota while they ramp over four months.

How should sales territories be divided?

By whatever predicts revenue: here, head office location for most accounts and company size for the largest, which buy differently. Each territory's share of the target follows its pipeline and number of target accounts, and the territories must add back to the total, which this plan checks in its last row.

What should a sales plan do when a quarter starts short of pipeline?

Act early. The callout in section 4 moves SDR time and partner effort to any quarter that is below 3.5 times coverage four weeks before it starts. Waiting for late deals to appear rarely closes the gap, because the sales cycle here averages 74 days.

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