How many SDRs do I need to hit my revenue target?

Work backwards. Divide the revenue target by average deal size to get deals, then divide by each conversion rate in turn to get SQLs, meetings held, meetings booked, replies and prospects. Multiply prospects by your sequence length to get total touches, then divide by what one rep can genuinely do per day and by the working days in the quarter. The answer is sensitive to reply rate above everything else, because it is the smallest number in the chain.

What is a realistic number of touches per rep per day?

It depends on how much of the sequence is automated. A largely automated email and LinkedIn motion supports a high number. A motion with real calling and researched first lines supports far fewer. The calculator asks for your own figure rather than assuming one, because this single input moves the headcount answer more than any conversion rate does.

Where do the default values come from?

They are illustrative starting points, not benchmarks. The sequence length of seven touches matches the shape GrowthStack publishes in its outbound sequence structure guide. The tool also cross-checks the SQLs per rep per month your inputs imply against the 2 to 6 range Shobhit Gupta observed while scaling GoComet's SDR team from 10 to 23 people. That range is one organisation, not an industry benchmark. Replace every input with your own numbers.

Why does the calculator flag my reply rate?

Below roughly 2%, adding headcount usually multiplies waste rather than pipeline, because the constraint is targeting or messaging rather than volume. That threshold is GrowthStack's operating view from client engagements, not a published industry benchmark.

GrowthStack Advisory / Free tools / Pipeline capacity calculator

Free tool

Pipeline capacity calculator

The short answer

This calculator works backwards from a quarterly revenue target to the outbound activity it requires: deals, SQLs, meetings held, meetings booked, replies, prospects, total touches and the SDR headcount that carries them. Every number comes from your own inputs. Nothing is stored, there is no signup, and no industry benchmark is asserted anywhere in the output. The single input that moves the answer most is reply rate, because it is the smallest number in the chain and everything upstream is divided by it. A tenth of a percentage point there changes headcount more than a ten point swing in close rate does.

Reply rate dominates the answer, so measure it rather than estimating it
Touches per rep per day is the second lever, and it depends on how automated the motion is
The tool cross-checks itself against SQLs per rep per month, so you can see when the activity model and the productivity model disagree
Headcount is an output, not a plan. If the number looks wrong, one of your rates is wrong

Most headcount plans start from budget and work forwards. This one starts from the revenue number and works backwards, which is the only direction that exposes an impossible plan before you hire against it.

By Shobhit Gupta

Founder, GrowthStack Advisory. 10+ years building SDR and GTM systems at Locus, GoComet, and Landmark Group.

Published 4 September 2026 · Free, no signup

Interactive tool

Work backwards from your revenue target

Adjust any input and every number below recalculates. Nothing is sent anywhere and nothing is stored.

New revenue target per quarter (USD) Average deal size USD SQL to closed won % Meetings held to SQL % Meeting show rate % Reply to meeting booked % Reply rate % Touches per prospect sequence length Working days in the quarter Touches per rep per day realistic capacity

Defaults are illustrative starting points, not benchmarks. The sequence length of seven touches matches the shape published in the outbound sequence structure guide. Replace every input with your own numbers, because the output is only as honest as what you put in.

How to read the output

The chain runs in one direction. Revenue divided by deal size gives deals. Deals divided by your close rate gives the SQLs those deals came from. Each further division walks one stage further back up the funnel until you reach the number of people who have to be contacted. Multiplying that by sequence length gives total touches, and dividing touches by what one rep genuinely does in a day and by the working days in the quarter gives headcount.

Two rows deserve more attention than the headline. Prospects to contact is the one that usually breaks a plan, because it is frequently larger than the entire addressable market the company can name. If the calculator asks for twelve thousand contacted prospects and your ICP contains two thousand accounts, no amount of hiring fixes that. The problem is either the target or the reply rate.

Implied SQLs per rep per month is a cross-check on the whole model rather than an output of it. The activity path and the productivity path should agree with each other. When they do not, one of your assumptions is wrong, and in practice it is usually touches per rep per day.

Where the defaults come from, and what they are not

They are starting points chosen so the tool renders something coherent on load. They are not benchmarks, and no claim is made that they describe your funnel or anyone else's.

One default is grounded rather than arbitrary. Touches per prospect is set to seven because that is the sequence shape GrowthStack publishes and works to, not because seven is an industry standard. The cross-check band of 2 to 6 SQLs per rep per month comes from one organisation, GoComet, where Shobhit Gupta scaled the SDR team from 10 to 23 people across the US, India and South East Asia while average output moved from 2 to 6 SQLs per rep per month. One company is not a benchmark, which is why it appears as a prompt to check your inputs rather than as a verdict on your team.

The default of 200 touches per rep per day assumes a largely automated email and LinkedIn motion. If your reps research first lines by hand or spend real time on the phone, that number is far too high and you should lower it, which will raise the headcount answer accordingly. This one input moves the result more than any conversion rate on the page.

Everything else is a placeholder. There is a reason no "average reply rate" button appears anywhere on this page. The honest answer varies so widely by market, seniority, list quality and sending infrastructure that publishing one figure would be inventing data. If you do not know your reply rate, the useful next step is to measure it for thirty days rather than to borrow someone else's number.

What this calculator does not tell you

Whether the plan is affordable. It returns the headcount the arithmetic requires, not the headcount you can pay for. Those are frequently different numbers, and the gap between them is the actual decision.
Ramp. A rep hired in week one of the quarter is not at full output in week two. The headcount figure assumes steady state, so treat it as the number you need to be at rather than the number to hire on day one. Sequencing that is covered in hiring your first SDR.
Whether your rates hold at volume. Reply rates usually fall as a list widens, because the best-fit accounts get contacted first. A plan built on the reply rate of your first two hundred prospects tends to overstate what the next two thousand will do.
Whether outbound is the right channel at all. If the numbers only work at a reply rate you have never achieved, the answer may be that this target belongs to a different motion.

The full method behind this calculator, including what breaks when a team doubles and why the management layer has to exist before the headcount does, is in how to scale an SDR team. For the sequence shape the touches input assumes, see outbound sequence structure. For what a ninety day build actually contains, see the outbound 90 day plan.

If the output says the plan needs more people than you can hire, that is usually a targeting or qualification problem rather than a capacity one. ICP, persona and messaging is where that gets fixed, and pricing explains how engagements are structured.