Know if the heads can hit the number, before the quarter.
Ramped-rep productivity, the hiring plan to close the gap, honest ramp assumptions, and the plan-vs-capacity gap.
Inside: Ramped productivity, the hiring plan, and the gap in dollars and heads.
Install it in one line, or paste it in.
~/.claude/skills/ and runs automatically when it is relevant.Connect your context. Set it to your motion.
it reads real per-rep productivity and cycle length instead of a blended average.
it pulls actual start dates and open reqs so the hiring plan is grounded in reality.
it splits ramp and productivity by segment and hire source.
This was built for a B2B SaaS org with a quota-carrying sales team. Set these to your stack:
Run any ramp shape you like. The skill applies your curve and shows the gap, so point it at your onboarding reality, not a textbook.
| Set this | What it is | Default / Example |
|---|---|---|
| TARGET | the number to fund | new ARR for the period |
| PRODUCTIVITY | output per fully ramped rep | annual quota-attained per head |
| RAMP_MONTHS | months to full productivity | 3 to 9 by segment |
| RAMP_CURVE | output during ramp | 0 / 25 / 50 / 100 percent by stage |
| ATTAINMENT | expected attainment on quota | 70 to 90 percentnot 100 |
| ATTRITION | planned annual rep loss | 10 to 20 percent |
| HIRE_PLAN | new reqs and start months | by monthwith backfills |
| LEAD_TIME | months from req to ramped | hire lag plus RAMP_MONTHS |
Everything the skill does, in full.
Takes your target and tells you whether the team you have, plus the team you plan to hire, can actually produce it. It models productivity per ramped rep, lays a hiring plan against the gap, states the ramp curve so partial-year hires are not counted as full heads, and surfaces the shortfall between what the plan asks and what the capacity can deliver.
- 1Ramped-rep productivity
Start from what a fully ramped rep actually produces at expected ATTAINMENT, not at a fantasy 100 percent. This is the unit the whole model rests on. If you have history, use the median, not the top rep, because you cannot staff a plan on your best person.
- 2The ramp assumptions
State the RAMP_CURVE openly. A rep who starts mid-period does not deliver a full head. Apply the curve month by month so a Q3 hire contributes a fraction, not a whole. Add LEAD_TIME so a req opened today is not producing next month. These assumptions are where optimistic plans hide, so they get shown, not buried.
- 3The hiring plan to hit the number
Work backward from TARGET. Subtract capacity from existing ramped reps, then fill the remainder with hires, each discounted by ramp and start month. Add backfills for ATTRITION, because a plan that ignores churn is short before it starts. The output is a req schedule with start months, not a single headcount.
- 4The gap between plan and capacity
Put the target next to what the modeled team can actually produce. Name the shortfall in the currency of the plan and in heads. A gap here is not a failure, it is the number you needed before the quarter to fix it, by hiring earlier, resetting the target, or accepting the miss with eyes open.
- Productivity uses expected attainment and the median rep, never a 100 percent or top-rep assumption.
- Partial-year hires are discounted by the ramp curve and lead time, never counted as full heads.
- Attrition backfills are in the plan, not an afterthought.
- The gap is stated in both dollars and heads, with the month it opens.
CAPACITY MODEL · full year · illustrative Source Capacity Note Ramped reps (10) $9.0M median attainment 80% H1 hires (4) $2.2M ramp-discounted, started Q1-Q2 H2 hires (3) $0.7M mostly still ramping at year end Attrition backfill -$0.6M 2 reps lost, re-ramping Modeled capacity $11.3M Target $13.0M Gap -$1.7M opens in Q3, ~2 ramped heads short Fix options: 1. Pull 2 H2 reqs into Q1 so they ramp before the gap opens. 2. Reset target to modeled capacity and flag it now, not in Q3. 3. Hold target, accept a Q3 shortfall, and plan the story.
RAMP_MONTHS (3 to 9), ATTAINMENT (70 to 90 percent), and ATTRITION (10 to 20 percent) are defaults, not laws. They suited a mid-market SaaS team. If your onboarding is faster or your reps carry longer cycles, move them. The model logic does not change. The assumptions are yours.
Where an operator takes this next.
Running the model once tells you where the gap opens. Here's how to keep watching it as the year moves.
Catching the gap in month one beats explaining it in month nine.
Connect Salesforce to a scheduled Claude task that reruns the model against real attainment and real hire start dates each month, so the gap forecast tightens instead of staying a January guess.
Connect your ATS or HRIS so req-to-ramped lead time reflects actual hiring speed, not the optimistic timeline in the plan.
Feed the modeled shortfall straight into your board-update skill so the risk section never has to be reconstructed from memory the week before the meeting.
One skill is the on-ramp.
A single skill does one job. Chained into a playbook, or run as a full build, it becomes a system. Here is where this one plugs in.