To build a model that works, you have to look at the numbers from a commercial perspective. You need to know your Customer Acquisition Cost (CAC) and your expected Lifetime Value (LTV).
A successful plan typically targets a 3
or 4
ratio of revenue generated to total compensation cost.
For a pure "New Business" Hunter, a 50/50 or 60/40 (Base/Commission) split is standard in the US market. This creates enough "hunger" to keep the pipeline moving while providing enough stability that they aren't panicked and making bad deals just to pay rent.
For Account Managers, a higher base (70/30) is often more appropriate, as their role involves more relationship maintenance and long-term strategy.
The core of your MSP sales compensation should be the MRR. There are two main ways to pay this out:
The "Multiple" Model: You pay the rep 1x, 2x, or even 3x the first month's MRR. This is simple and easy to track.
The "Percentage of Contract" Model: You pay a smaller percentage (e.g., 5-8%) of the total contract value over the life of the term (usually capped at 12-36 months).
From my experience building Totality Services, the "Multiple" model is often more effective for driving new business because it provides an immediate, tangible reward for the effort of closing a deal. It also aligns perfectly with how MSPs are valued during an acquisition—based on multiples of EBITDA, which is heavily driven by recurring revenue.
If you have sophisticated financial tracking, paying on Gross Profit is superior to paying on Revenue. Why? Because not all revenue is created equal.
If a rep sells a $5,000/month managed service contract with a 70% margin, they should earn more than if they sell a $5,000/month contract that includes expensive third-party licensing where the margin is only 20%.
By basing MSP sales compensation on Gross Profit, you turn your salespeople into commercial partners. They become incentivised to minimise the cost of goods sold (COGS) and maximise the value of your proprietary services.
Modern MSP growth is inextricably linked to cybersecurity. If your sales team is just selling "support," they are selling a commodity. If they are selling a secure, managed environment, they are selling a business outcome.
This is where tools like MSP Agenda come into play. By standardising the security review process, you provide your sales team with a clear roadmap of what to sell and why it matters to the client.
You should consider adding "kicker" bonuses for reps who sell the full security stack or successfully move a client from a "Basic" to a "Premium" security tier. This rewards the behaviour that makes your clients safer and your business more profitable. When a rep can walk a client through a security review and turn those recommendations into a signed project or a recurring revenue increase, the compensation plan should reflect that high-value activity.
Hardware and one-time projects should be a secondary focus for a recurring-revenue-focused salesperson. While hardware sales help cash flow, they don't build long-term value.
I recommend a lower commission rate (3% to 5%) for hardware and a moderate rate (10%) for labour-only projects. This keeps the rep focused on the long-term contract while ensuring they don't ignore the necessary infrastructure upgrades a client needs.
A quota that is too high will demotivate your team; a quota that is too low will bleed your margins. A common benchmark is that a salesperson should bring in 3x to 4x their total compensation in new MRR annually.
For example, if a rep has an OTE (On-Target Earnings) of $120,000, they should be expected to bring in at least $360,000 to $480,000 in new annual contract value.
- Ramp-up period: Give new hires 3 to 6 months to build their pipeline before full quotas kick in.
- Activity Metrics: In the beginning, track "leading indicators" like the number of security reviews scheduled or first-time appointments.
- Consistency: Offer bonuses for hitting targets three months in a row to discourage "sandbagging" (holding deals for the next month).
Accelerators are a powerful way to reward your top performers. Once a rep hits 100% of their monthly or quarterly quota, their commission rate could increase by 20% or 50% for every dollar above the target.
This keeps your high achievers motivated to keep selling even after they’ve hit their "number." Conversely, you can implement "decelerators" where commissions are reduced if a rep fails to meet a minimum threshold of activity or revenue.
One of the biggest risks in MSP sales compensation is paying out a large commission for a client that cancels within the first few months. This often happens if the sales rep "over-promised" or if the client wasn't a good fit for your service model.
Standard clawback provisions usually look like this:
- 0-90 Days: 100% commission clawback if the client cancels.
- 91-180 Days: 50% commission clawback.
- Post-180 Days: No clawback (the account is now considered transitioned to operations).
This structure forces the sales rep to stay engaged during the onboarding process and ensures they are bringing in quality clients who actually intend to stay. It creates accountability between the sales and service delivery teams.
Account Managers (AMs) have a different role than new business development reps. Their goal is retention and "wallet share" expansion. Their MSP sales compensation should reflect this balance.
A common model for AMs includes:
- Retention Bonus: A quarterly bonus based on the churn rate of their assigned book of business.
- Upsell Commission: A percentage of the increase in MRR when an existing client adds seats or upgrades their service tier.
- Project Commission: Commissions on projects identified during QBRs (Quarterly Business Reviews) or security audits.
By rewarding AMs for successful security reviews, you ensure they are constantly looking for ways to improve the client's posture, which naturally leads to more project and recurring revenue. It turns a "check-in" call into a commercially meaningful conversation.
Let’s look at two practical examples of how you might structure these roles within your MSP. These are based on mid-market US averages but should be adjusted for your specific region and margin profile.
| Component | Value / Rate | Notes |
|---|
| Base Salary | $60,000 - $80,000 | Depends on experience and market. |
| MRR Commission | 2x Monthly Value | Paid 50% at signing, 50% at first payment. |
| Project Commission | 5% of Gross Profit | Only on the initial setup project. |
| Annual Quota | $30,000 New MRR | Balanced across 12 months. |
Scroll the table horizontally to see all columns →
| Component | Value / Rate | Notes |
|---|
| Base Salary | $70,000 - $90,000 | Higher base for relationship stability. |
| MRR Expansion | 1x MRR Increase | For seat growth or plan upgrades. |
| Project Commission | 10% of Gross Profit | Encourages selling hardware/project upgrades. |
| Retention Goal | 95%+ Renewal Rate | Quarterly bonus for meeting this metric. |
Scroll the table horizontally to see all columns →
Even with a well-designed plan, there are several "traps" that MSP owners fall into. Avoid these to keep your sales engine running smoothly:
Never cap your sales team’s commissions. If a rep is bringing in high-margin, standardised recurring revenue, you should want them to earn as much as humanly possible. Capping earnings tells your best performers to stop working once they hit a certain level. If the deals are profitable, you win every time they close one.
If a salesperson can't calculate their commission on the back of a napkin, the plan is too complex. Complex plans lead to "shadow accounting," where reps spend more time tracking their pay than selling. Keep it simple: base + MRR multiple + GP percentage.
If your sales team is selling things your technical team can't (or doesn't want to) support, you are creating a recipe for churn. Your MSP sales compensation should include a "Standard Stack" incentive. If they sell your approved vendors and tools, they get a full commission. If they sell a "custom" solution, the commission is halved. This protects your operational efficiency.
Luis Navarro, the founder of MSP Agenda, spent over 15 years building Totality Services before its successful eight-figure acquisition. One of the key lessons from that journey is that buyers look for clean, predictable revenue growth.
A sales team that is incentivised purely on volume without regard for margin or technical fit creates a "messy" business that is harder to sell and valued at a lower multiple.
When you design your sales compensation, you aren't just thinking about next month's numbers. You are thinking about the enterprise value of the company. A rep who understands how to use security reviews to demonstrate value to a client is worth far more than a rep who just cold-calls for "IT support" leads. The former builds a relationship based on trust and risk management; the latter builds a relationship based on price.
Luis was never the "technical guy." His strength was sitting between the technical experts and the business owners, translating complex risks into commercial realities. Your sales team should be trained to do the same. When they can explain why a security recommendation matters to a client’s bottom line, the "sale" becomes a natural outcome of the advice provided.
If you currently have a plan that isn't working, don't change it overnight. That’s a fast way to lose your best people. Instead, involve them in the conversation. Explain the why behind the changes—focusing on long-term stability and profitability.
You might choose to "grandfather" in old accounts under the old plan while applying the new structure to all new business moving forward.
The transition is also a great time to introduce better tools. A standardised approach to security and account management, like what we provide at MSP Agenda, makes it easier for reps to hit their new targets. It gives them a repeatable process that leads to the high-value outcomes you are now incentivising.
