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Comprehensive Financial Comparison and Valuation Outcome
| Operational Capacity Metric | Top-Down Quota Carving | Bottom-Up Capacity Architecture | Absolute Variance |
|---|---|---|---|
| Quota Assigned per Rep | \$2,000,000 (Unachievable) | \$1,200,000 (Achievable) | -\$800,000 (Fairness) |
| Total AE Headcount Deployed | 10 reps (Static) | 34 net productive reps (Staggered) | +24 reps |
| Average Quota Attainment | 57.0% (Widespread failure) | 79.5% (High morale) | +2,250 bps |
| Annual Rep Turnover Rate | 40.0% (Crisis level) | 14.0% (Stable retention) | -2,600 bps |
| Total New Bookings Generated | \$11,400,000 ARR | \$20,420,000 ARR | +\$9,020,000 ARR |
| Variance to Board Plan (\$20M) | -\$8,600,000 (-43.0% Miss) | +\$420,000 (+2.1% Beat) | Target Achieved |
| Incremental Gross Profit (Year 1) | Baseline | +\$7,216,000 | Massive Profit |
| Enterprise Equity Valuation | \$235,500,000 | \$378,150,000 | +\$142,650,000 Equity |
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Reference & Evidence
Source: Table from this essay. Sources and interpretation are given in the article.