comp-design
Most leadership teams talk about commission splits as if the hard part is choosing the ratio. It usually is not. The harder question is whether the business can explain, execute, and audit shared credit consistently enough that sellers trust the result. That is why commission splits are usually an operations
comp-design
Most executive teams do not need more excitement around SPIFs. They need a harder operating standard: did the program create incremental revenue, or did it just create a temporary spike and another payout line? That is the right question. Not whether the leaderboard looked energetic. Not whether reps liked it.
comp-design
Operators do not need a moral argument about clawbacks. They need a design answer to a simpler question: how do you align sellers to revenue that actually sticks? That is the right standard. Not whether clawbacks feel harsh. Not whether reps complain about them. Whether they produce better revenue outcomes
comp-design
Somewhere in your company, a comp plan memo describes your sales strategy. It talks about landing new logos, expanding existing accounts, moving upmarket, driving adoption. It's eloquent. It's aligned. Leadership signed off. Then the rep looks at their pay stub and does the math: 80% of
comp-design
A commission cap is a policy that tells your best salespeople to stop selling. There is no other way to describe what it does. Once a rep hits the cap, every additional dollar of revenue they could generate earns them nothing. The rational response -- and the observed response, confirmed