The Net New Logo Reboot — 60-Min Training

The two forks every reboot forces a team to resolve in writing

A Net New Logo Reboot is not a motivational hour — it is a decision-forcing session built around two uncomfortable forks that must be settled on a whiteboard before anyone leaves the room.

The first fork is hunt versus farm. In an expansion-led org, most reps have quietly migrated into farming: nurturing installed-base accounts, chasing seat growth, and calling it selling because renewals still book revenue. Mike Weinberg's framing in *New Sales. Simplified.* is blunt — most organizations have drifted into farms and the hunting muscle has atrophied. Path A keeps hybrid "do-everything" AEs who split the week between saving a churning account and cold-calling a stranger. Path B splits the roles cleanly: dedicated new-Logo hunters, dedicated farmers on retention and expansion, and SDRs who feed the hunters exclusively. The Reboot argues hard for Path B, because the context-switch between defense and offense quietly kills production. The rep who spends Monday morning rescuing a renewal almost never dials a cold enterprise buyer that same afternoon.

The second fork is discount versus discipline. When a net-new deal stalls on price, Camp A refuses to erode price integrity for any Logo, while Camp B argues a marquee Logo is worth 15–25% off for its reference value, brand halo, and future expansion. Both positions are defensible. What is indefensible — and exactly what the Training exists to prevent — is making that call in a Friday-afternoon panic with no written ceiling and no approval chain. The session's job is to force both decisions deliberately, while everyone is calm, rather than deal-by-deal under pressure.

Holding both forks side by side is intentional. Role design determines *whether* you generate net-new pipeline at all; discount policy determines *whether that pipeline converts at a margin worth keeping*. Solve one and ignore the other and the Reboot fails. A team with clean hunter roles but no discount discipline wins Logos it cannot make money on; a team with airtight pricing but no hunters simply has nothing new to price.

How to decide which lever to pull first

Not every flatlining team needs the same fix, so the Reboot opens with a five-minute diagnostic instead of a lecture. Pull the last four quarters of net-new Logo count. If the line is flat while ARR climbs, you are an expansion-dependent business and the role-split lever comes first. If net-new pipeline exists but nothing closes, the discount and value-selling lever comes first. If pipeline is thin *and* margins are bleeding, sequence role redesign ahead of discount policy — you cannot discipline discounts on deals that were never sourced.

The trainer draws the decision tree live so the room owns the logic rather than receiving a verdict:

The rule the trainer states out loud: role design before cadence, cadence before discount policy. A team that argues about discounts before it has hunters and real lists is optimizing a lever it is not yet pulling. Trish Bertuzzi's role-specialization argument in *The Sales Development Playbook* anchors this — specialized teams outperform generalists on new-Logo attainment, which is why specialization is the first lever, not the last. The diagnostic also prevents the common failure of importing another company's playbook wholesale: a team already sourcing pipeline that stalls at the discount table does not need a hunter reorg, it needs a written ceiling and a value-selling refresh, and forcing the role split on it burns political capital for no gain.

The concrete numbers behind hunters, farmers, and logo velocity

The Reboot lives or dies on specific targets, so post them on the wall and refuse to leave them vague.

Role targets. A hunter carries pipeline coverage of roughly 2–3x quota, holds zero installed-base accounts, and protects a weekly prospecting block that nothing bumps. A farmer — account manager or CSM — owns retention and expansion, is compensated on NRR and seat growth, and explicitly does not chase new Logos. SDRs are measured on meetings booked into ICP, not raw dials, and feed hunters exclusively. The diagnostic drill: every AE writes down what percentage of last quarter's bookings came from net-new versus expansion. Anyone under 40% net-new is functionally a farmer regardless of title — and that is a role conversation, not a performance-review ambush.

Comp math. New-Logo accelerators should pay 1.5–2x the expansion rate. If the accelerators are equal, hunters quietly drift back to easier expansion revenue and the entire Reboot silently reverses inside one quarter. The comp rewrite is non-negotiable, because behavior follows the pay plan, not the pep talk. A useful test: model a hunter's take-home at 80% attainment under the new plan versus what a farming-heavy quarter would have paid. If the hunting path does not clearly win, the accelerators are too weak and reps will vote with their calendars.

Cadence math. Jeb Blount's *Fanatical Prospecting* documents that most prospects need roughly 5–12 touches before they respond, and reps who quit at touch two do a fraction of the effective work of reps who push through. That is why the Reboot enforces a five-touch minimum across three channels over ten business days before an account can be marked "worked."

Logo velocity. This is the new board metric — net-new Logos per hunter per quarter. At $25K–$500K ACV, a healthy hunter closes roughly 2–4 Logos per quarter; higher-velocity mid-market motions run 5–8. Logo win rate — closed divided by the dream-account list actively worked — sits at a healthy 10–15% annually. Report logo velocity on the *same* board slide as ARR, or leadership keeps steering by expansion and the hunting muscle atrophies all over again.

Discount ceilings. Tier 1 dream Logos: up to 25% off, VP of Sales approval, with a written reference and case-study commitment required. Tier 2 and Tier 3: ceiling 10–15% at AE authority. Any discount above 20% is a coaching flag — the rep is buying the deal, not selling value. Build in a kill-switch: scrap the whole discount thesis if discounted Tier 1 Logos fail to expand roughly 2x within 18 months, because the payback story that justified the discount has been disproven and you are simply eroding price.

Building the named-account list every hunter defends

A territory is not a list. A list is 50 named companies, ranked, researched, with a named champion and a named economic buyer per account that the hunter can recite from memory. Anthony Iannarino's *The Lost Art of Closing* is dogmatic here: every hunter carries a "Dream 100" of high-fit named accounts they are accountable to break into within 12 months. The Reboot builds this live on screen so nobody walks out with a vague "territory" to hide behind.

The construction steps, in order:

• ICP filter. Industry, headcount, revenue band, tech stack, and geography. Anything outside ICP is cut — no exceptions and no favorite Logos smuggled in because a rep "has a contact there."
• Tier the list. Tier 1 is the top 25 dream Logos worthy of a multi-stakeholder siege; Tier 2 is 75 high-fit accounts; Tier 3 is everything else that still clears the ICP bar.
• Annotate each account. Trigger events, recent leadership hires, funding rounds, current vendor, and two named contacts minimum. If you cannot name two humans, it is a Logo, not a researched account.
• Lock the list quarterly. No mid-quarter add or drop without manager approval, so hunters stop churning their own list to dodge the hard accounts.

The in-room drill: each AE names their top five dream accounts and the economic buyer at each. Hesitation on more than one means the list is a wish, not a plan. Pair this with a pre-work data audit the week before — pull 12 months of closed-won Logos, map each to the rep who *actually sourced* it, and calculate true logo velocity by rep. Teams routinely discover that 20% of reps own 80% of the net-new Logos, and sharing that openly is what creates the urgency the whole Training runs on. Without that audit the room stays comfortable; with it, the drift becomes undeniable.

The five-touch cadence, made mandatory

One email is not prospecting. The Reboot hands every rep a five-touch sequence template they must customize for their top ten accounts by end of day. The mandatory structure:

• Touch 1 — Day 0: a personalized email referencing a specific trigger event, never a templated pitch blast.
• Touch 2 — Day 2: a cold call; a voicemail counts only if it is followed by a same-day email.
• Touch 3 — Day 4: a LinkedIn connection request or a 60-second phone-shot video with one clear reason to connect.
• Touch 4 — Day 7: a second cold call plus a value-add email — an industry insight or peer reference, not a pitch.
• Touch 5 — Day 10: a "break-up" email, or for Tier 1 accounts a handwritten note plus a sub-$20 branded item.

Enforcement is data, not the honor system: pull cadence-completion reports weekly from Outreach, Salesloft, or Apollo. Any account marked "worked" with fewer than five touches gets sent straight back to the rep. And no rep advances to a fresh account until all five touches are complete on the current top ten — that single discipline is what separates a real Reboot from a spray-and-pray relapse three weeks later. Managers should spot-check the *quality* of touch 1 and touch 4 too, because a rep can technically log five touches that are all recycled boilerplate; the trigger-event reference and the value-add insight are the touches most likely to be faked under time pressure.

Implementation, sequencing, and the 60 minutes on the clock

The session is tightly timeboxed so it cannot sprawl into a debate that decides nothing. A workable allocation: 5 minutes on why net-new matters, 15 on the hunter/farmer redesign, 10 on named-account lists, 10 on the cadence, 15 on the discount debate and logo velocity, and 5 to assign homework and close. The two heaviest blocks — role redesign and the discount-plus-velocity decision — get the most minutes because they are where teams actually change behavior rather than nod along.

The homework is what makes the Training stick past the adrenaline of the hour. By Friday, every AE submits a tiered Dream 50 with two named contacts per account. By Monday, each hunter enrolls ten Tier 1 accounts into the five-touch cadence. By the following Wednesday, RevOps publishes the Logo-discount policy in writing with no verbal exceptions permitted. Then the org re-measures logo velocity at 90 days and diagnoses the weakest link — list quality, cadence compliance, or comp design — rather than declaring victory or defeat off a single month of noisy data. Sequencing matters as much as content: publishing the discount policy *before* the lists are tiered invites reps to argue tier definitions to widen their own ceilings, so the list-build always precedes the pricing decision on the calendar.

Related questions

How is this different from generic new-hire sales onboarding?

Onboarding teaches product and process to people who never had it. This Reboot re-teaches hunting to tenured reps who let it lapse. It is an intervention for drift, not a curriculum for newcomers, and it targets role design and comp rather than tool training or product certification.

Who should facilitate the session?

Ideally the sales leader or CRO, because the Reboot commits leadership to written discount ceilings and comp accelerators that only they can authorize. A manager-led version works for the cadence and list-building blocks but stalls the moment it hits policy decisions no one in the room can actually approve.

What if reps refuse to hunt after the Training?

The Reboot offers reassignment, not just termination. Reps who genuinely prefer farming move into account-management roles owning existing accounts. The goal is matching talent to role, not forcing every seller into a hunter mold — but the hybrid "I can do both" straggler almost never hunts and needs a firm, dated decision.

How soon should logo velocity improve?

Expect early cadence-compliance gains within 30 days and measurable logo-velocity movement within one to two quarters. If velocity is still flat after two quarters, the Reboot needs reinforcement — usually the comp accelerators were too weak or the named-account lists were never truly ICP-filtered in the first place.

FAQ

What exactly is a Net New Logo Reboot? It is a structured 60-minute Training that resets a sales team that has drifted into expansion-only selling. The Reboot re-segments reps into hunters and farmers, rebuilds tiered named-account lists, enforces a five-touch minimum cadence, and installs logo velocity as a board metric tracked next to ARR.

How often should we run this Training? Most teams run it once as a targeted intervention when net-new Logo bookings flatline, typically a Tuesday morning. Some repeat it quarterly if the hunting muscle keeps atrophying, but it is a reset, not a weekly ritual — over-running it dilutes the urgency that makes it work at all.

Will this work if the team is already overwhelmed? Yes, but only if leadership protects the hunting time. The Reboot adds structure, not busywork — it replaces scattered prospecting with a disciplined cadence. Expect pushback from reps who prefer farming; the session is designed to surface that resistance early rather than let it fester into quiet non-compliance.

Do we have to fire reps who cannot hunt? No. The Training includes reassignment as the first option. Reps who cannot or will not hunt can move into farmer roles owning existing accounts. Termination is the last resort, reserved for hybrid stragglers who refuse both a real hunting quota and a clean farming role.

How does the Training settle the Logo-discount debate? By producing a written policy with tiered ceilings — roughly 10–15% at AE authority, up to 25% for Tier 1 dream Logos with VP approval and a written reference commitment — plus a review trigger that kills the policy if discounted Logos fail to expand about 2x within 18 months.

How do we measure success after the Reboot? Track logo velocity, defined as net-new Logos per rep per quarter, alongside ARR. Healthy ranges run 2–4 per rep at mid-market ACV and higher in faster motions. Report both on the same board slide; if velocity does not lift within two quarters, reinforce the weakest link.

Sources

• https://en.wikipedia.org/wiki/Sales_development
• https://blog.hubspot.com/sales/prospecting
• https://www.saastr.com/
• https://www.salesloft.com/resources/blog/
• https://www.outreach.io/resources
• https://hbr.org/2017/03/how-b2b-sales-can-benefit-from-social-selling
• https://www.gartner.com/en/sales
• https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights

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