The Selling Factory

Fractional Employment for Sales Development Teams

Written by Brad Gamble

Chief Executive Officer at The Selling Factory, he has a wealth of experience in sales development. Following his 8 years as VP of Sales and Marketing and part of the executive team of a $500m company, he launched The Selling Factory as a selling-focused destination in the heart of Gainesville’s thriving business and university district.

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Over the past decade, there’s been a surge in the number of C-level executives offering fractional executive services. Companies, both large and small, have seized the opportunity to receive the insight, management, and experience of C-suite executives at a reduced rate even if it’s on a part-time basis. 

Fractional employment is becoming an alluring career choice for seasoned executives and entry-level workers alike because it offers flexibility without sacrificing too much in terms of income (once combined with their other employment opportunities). 

From the company’s perspective, hiring a full-time C-level executive is very expensive, but hiring a part-time CFO, CRO, or CMO can give the company the support it needs at a fraction of the cost. 

Fractional Employment of SDR Teams

Fractional work has applications in many settings, including sales development reps (SDRs), or business development reps (BDRs). For the sake of this piece, we’ll use the term SDRs.

As the world continues to recover from the ongoing COVID-19 pandemic, companies have found it difficult to hire full-time SDRs. And when companies are able to find full-time SDRs, they still have to deal with a high rate of employee turnover. In addition to the general hiring woes companies face, there’s a flood of talent being drawn to gig work, often in a remote or distributed work environment. 

The Benefits of a Fractional SDR Team

Building a fractional SDR team is highly beneficial when a company has a deep talent pool to draw from, a managerial framework that can support a team of part-time workers, and air-tight operations and training that facilitates the rapid onboarding of new employees. 

Building a fractional SDR team solves three major problems:

  1. The soaring cost of recruiting and hiring full-time SDRs.

  2. The opportunity cost of full-time SDR turnover.

  3. The challenge of fighting worker burnout and complacency. 

It’s Less Expensive for the Employer

Hiring fractional SDRs, sometimes called “gig SDRs”, is typically less expensive than hiring full-time SDRs. 

The costs for full-time SDRs can include a more expensive base salary, a bonus structure, health insurance and other benefits, 401K plans, management costs, and more. 

While management costs will always exist, fractional SDRs are typically paid a competitive hourly wage with no or few bonuses, health insurance and benefits, 401K plans, and so on. 

In fact, we’ve seen companies spend 50% more per full-time-equivalent (FTE) versus hiring Fractional SDRs.

The Impact of a High Employee Turnover Rate Is Mitigated

If Company A has 3 full-time SDRs and Company B has 12 fractional SDRs, which company will be hurt more by losing a team member? 

Company A! When 1 person leaves Company A, there’s a 33% loss in opportunity. When 1 person leaves Company B, there’s an 8% loss in opportunity. 

By carrying a larger team of fractional SDRs, a company mitigates the loss of one person, offering more stability and consistency.

Worker Burnout Is Easier to Avoid

The job of an SDR is tough. Full-time SDRs are generally expected to make a certain amount of outreach attempts—possibly in addition to fielding inquiries—throughout a typical 8-hour shift. 

The workday is usually riddled with rejection, which can take a toll over time—especially for full-time SDRs working 40-plus hours per week. 

Fractional SDRs, however, may only work 2–4 hours per day (10–20 hours per week). With these micro shifts, we’ve seen very little evidence of worker burnout or complacency, one of the main causes of employee turnover (SDR, or otherwise). 

In addition, we’ve seen productivity (per hour) increase with fractional SDR teams because you get a highly focused 2–4 hours per day from each person. Research shows that the average worker is only productive for 2 hours and 53 minutes each 8-hour work day. 

Conclusion: Building a Successful Fractional SDR Team

To build a successful Fractional SDR team, a company needs abundant access to talented individuals willing to work in a part-time or gig SDR role, effective leadership that can create a supportive work environment that gets the best out of people, and effective training programs and operations to ensure that a fractional SDR is set up for success.

The business world has essentially been forced into accepting permanent gig and part-time opportunities for professionals of all levels, both in-person and remote. Fractional work is here to stay, and companies that embrace these changes and set their teams up for success are sure to reap the benefits more so than the companies stuck in traditional employment models.

Kira Baker

Campaign Manager

Kira is a recent graduate from the University of Florida where she received her Master of Science in Entrepreneurship. She is passionate about helping businesses grow and connecting with new people. Some of her hobbies include traveling and hiking. She hope to visit all of the National Parks one day!

kira@thesellingfactory.com

Jared Glosser

Vice President

After graduating from UF in 2014 with a B.A. in history, Jared started his professional career Fundraising for a non-partisan political lobby in South Florida. In 2016, Jared moved back to Gainesville to work for a non-profit, recruit students for international travel opportunities, and pursue his MBA at UF. Jared has been with The Selling Factory since 2019 focusing on operations, client onboarding, and client success.

jared@thesellingfactory.com

Ian Massenburg

Chief Operating Officer

A graduate of University of Florida (B.A. 2001), Ian Massenburg brings over 18 years of sales executive and sales management experience to The Selling Factory. Before coming on-board, Ian worked alongside Brad at Infinite Energy, and then spent his next 3 years as VP of Partnerships selling SaaS products B2B. Ian brings his vast knowledge and experience to the team and to our partner companies served.

ian@thesellingfactory.com

Damien Paulk

Campaign Manager

Damien is a University of Florida graduate that recently joined the team full time after working as a Sales Development Intern for one year. As a Campaign Manager, Damien looks forward to contributing to the growth and success of The Selling Factory. When Damien is not at work he enjoys exploring Gainesville with his girlfriend and dog or watching the Gators dominate college football.

damien@thesellingfactory.com

Brendan Viehman

Campaign Manager

Brendan graduated from Liberty University with a Bachelor of Science in Business Administration and Project Management. For the past 5 years, he has enjoyed working with blockchain technology and cryptocurrency development. In his free time, he surfs and makes personal finance videos for his YouTube channel.

brendan@thesellingfactory.com

Savannah Howard

Campaign Manager

A graduate from the University of Florida’s College of Journalism and Communications, Savannah obtained her Bachelor of Science in public relations with a concentration in French. After almost two years as a sales development intern for The Selling Factory, she joined the leadership team in 2021 taking on the role of Campaign Manager. In her free time, Savannah enjoys going to concerts and festivals and cooking for her friends and family.

savannah@thesellingfactory.com

Zack Kampf

Campaign Manager

Zack is a creative technologist with experience in advertising, event planning, and game design. He started as an SDR in 2018 and has been with TSF ever since. Upon graduating UF in 2019 he became a campaign manager and is currently seeking a master's degree from NYU. In his spare time, you can find him at the intersection of Art & Technology!

zack@thesellingfactory.com

Josiah Blakemore

Campaign Manager

Josiah has over 8 years of sales experience, worked with Brad and Ian at Infinite Energy, and also spent time selling SaaS as Director of Partnerships at SharpSpring. He’s always been very competitive and has a love for sports and games. He enjoys solving problems and coaching team members to do the same!

josiah@thesellingfactory.com

Sue-Ming Frauenhofer

Marketing Manager

Sue-Ming received both her B.S. in Psychology and M.S. in Management from The University of Florida. As a student, she led a psychology research lab on goal achievement and life satisfaction and took on multiple roles while interning at The Selling Factory, including sales development, marketing, and recruiting, eventually leading to her current role as Marketing Manager. Through her creative and methodical vision, she engages both students and entrepreneurs to help them find their version of success.

sueming@thesellingfactory.com

Adam Grossman

Chief Development Officer

Adam is an ordained rabbi, who has founded multiple ventures focused on workforce development. Hired as CEO by a failing non-profit, in over 5 years, his ingenuity saved the organization, which led Slingshotfund.org to recognize it as one of North America’s most innovative Jewish non-profits. His expertise to identify, cultivate, and on-board talent ensures our student teams meet our partners’ needs.

adam@thesellingfactory.com

Brad Gamble

Chief Executive Officer

After graduating from UF in 1999 with a B.S.B.A, Brad Gamble has dedicated himself to sales management, branding, coaching, and building companies. He served as the VP of Sales & Marketing for Infinite Energy until 2014, when he founded The Selling Factory. He has dedicated himself to teaching critical skills to tomorrow’s leaders, and helping companies achieve sales success and revenue growth.

brad@thesellingfactory.com