Capacity is not headcount. Plan on what your team can really deliver.
Nine reps funded and eight in seat can be 7.5 reps of real capacity. Beacon plans your hiring on what your team can actually produce — tied to the revenue it carries, and never ahead of the cash.
You funded nine reps. Eight are in seat — and not all at full speed.
And the capacity you were never able to buy.
Everything above is the capacity you plan around. This is the half you add: the analytical work every system needs and nobody was ever hired to do — the roles you would open next, if you could.
One gap, followed to the end — in four moves.
The rest of this page is one story: a sealed $52M plan, and a sales team running 7.5 of the nine reps it funds. Here’s how Beacon takes it from found to fixed.
Every team’s real capacity, against the plan it carries.
Ramp-weighted capacity vs what the sealed plan needs — the gap, the cost, and the date the fix must start.
The plan funds nine AEs. Eight are in seat, one of those is still ramping, and the ninth slipped to November — so the board reads 7.5. Pulling that AE back to October costs $150k of runway: 22.0 → 21.7 months, and the 12-month floor holds either way. Customer Success is short on its own side at 9 of 11 books — a second constraint, on the base rather than on new business.
The same gap Track & re-steer catches in week three — visible here before the quarter opens. (Illustrative.)
What good means, role by role.
How did eight reps in seat become 7.5 on the board? Each role gets its own unit, its own bar for full productivity, and its own ramp — set in setup, kept honest against actuals.
Account executive
new ARRSuccess manager
renewalsSupport agent
ticketsWhile someone ramps, the plan counts a fraction of them — that’s how eight in seat reads as 7.5 real. Quotas, books and paces are yours to set; illustrative defaults shown.
Your forecast is only as strong as your capacity.
The board’s rep-and-a-half gap, in revenue terms. Beacon builds the forecast from ramped capacity — so the gap prices itself, and the AE coming back shows you the month you’re on plan again.
Revenue moves at the pace of the tightest team.
Sales isn’t just one team’s problem. Demand flows marketing → sales → onboarding → success, and the whole lifecycle runs at whichever stage can carry the least — outperforming upstream can’t buy the gap back.
Marketing is beating plan — and the extra demand dies in the sales queue. Until the AE is back, sales converts at 0.83×: $3.4M of pipeline nobody covers, however strong the top of the funnel runs. Customer Success is tighter still at 0.82× — it caps the base rather than the new business, and it takes its own fix.
The fix never lives upstream of the constraint — which is why nothing seals without the check below.
The Grow hard plan doesn’t seal until capacity clears.
Every target, scenario and re-steer runs this check before it becomes the plan of record. Here it comes back with one condition — the AE that slipped.
Targets, scenarios, re-steers — every plan runs this check before it seals. Green light, or exactly what’s blocking it.
The same check that seals your targets, on every plan that follows.
The next unit of capacity doesn’t have to be a person.
The board said Support tightens next quarter — the next unit has to land before it does. Person or agent, it’s planned and ramped as capacity the same way. A person makes the call.
Support agent #10
The right answer when the queue needs judgment, empathy, escalation.
A Beacon Agent
The right answer when the queue is drowning in the repeatable. The 38% routine share is illustrative.
Same units, same math — Beacon plans both and proposes; a person makes the call. There is no per-agent price to weigh: Beacon is one price that includes everything, set by your own ARR. The agents are Beacon’s own crew — and you can build your own. Meet them on the AI system →
Never plan on a headcount again.
Connect billing and your HR tool — see your real capacity, team by team, by lunchtime. Free at any size.
The rest of the Capacity system: the roles Beacon covers · capacity for every system · capacity to revenue · grow without adding headcount · whole teams, already staffed →