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FRIDAY · DEMAND PLAYBOOK
Give the next hire a clear job to do.
When a founder asks me for an SDR, I want to understand the demand they are trying to create.
Who should the rep reach? What would make that buyer care? What happens after the meeting?
Those answers shape the role, the interview and the first 90 days. Here is how I would scope one LATAM SDR for that work.
THE BRIEF
Work backward from a meeting worth taking.
Engineering demand starts with a buyer problem you can solve. Before approving the headcount, put four decisions on one page:
Buyer. The company type and person you can help.
Reason to engage. The problem to investigate and evidence that makes your outreach relevant.
Offer. A useful next conversation tied to that problem.
Handoff. What must be confirmed, who takes the meeting and what they need to know.
Write the meeting standard in one sentence: A held conversation with [buyer] at [company type] who confirms [problem] and agrees to [next step].
The SDR now has a brief you can interview against and coach from.
THE OWNERSHIP
Give every step an owner.
Use this division of work to keep preparation, execution and decisions connected.
Require human review before outreach. The seller records why each opportunity is accepted or rejected, so the next round of targeting improves.
THE INTERVIEW
Test the work you need.
Send the candidate your brief 24 hours ahead. Then run a 15-minute exercise:
5 minutes: play the prospect and give a real objection.
2 minutes: give one specific coaching point.
5 minutes: run the call again and listen for the adjustment.
3 minutes: score the opener, discovery, objection handling, meeting ask, English and coachability.
If AI is part of the role, add a separate work sample: give the candidate a draft with an unsupported claim and ask what they would verify before sending it.
THE FIRST 90 DAYS
Increase ownership as the evidence improves.
Agree on ramp targets before the start date. Adapt this plan to your deal size, sales cycle and existing process.
Days 1–30
Product knowledge, a validated target list and improvement through weekly call reviews.
Days 31–60
Consistent outreach and follow-up, with progress against the agreed meeting target.
Days 61–90
Ownership of the territory, list quality and the full meeting target.
Review held meetings, seller-accepted opportunities and the reasons conversations advance or stall. Your sales leader owns the strategy, coaching and day-to-day direction.
BEFORE THE NEXT HIRE
Expand when the handoff works.
If outreach rises but accepted opportunities do not, review the target, message and handoff before adding another SDR. Confirm that the seller has capacity to advance the opportunities already created.
WHY CLIENTS COME BACK
The first hire earns the next conversation.
Last week, we shared an employment law firm whose paralegal had been in seat for 29 months. The owner came back for another hire. That was a legal role, but the expectation carries across: someone owns a defined piece of work and gives the owner capacity.
That is the standard we work toward at CloudTask:
Scope the role around the business. We help clarify the work and which hiring model fits.
Screen for the actual requirements. English, outbound track record and tools are checked before you interview.
Support the hire after the start. With Managed Staffing, CloudTask handles worker payments and employment administration, with onboarding check-ins at days 7, 30 and 60.
A repeat hire is earned through the work the first person does every week.
Bring me the demand you want to create.
Scoping your next SDR? Bring your target buyer, current outreach process and the work that keeps coming back to you. I’ll help you turn that into a clearer role and choose a hiring model that fits your team.
Happy to help,
Michael Sanchez
VP of Sales, CloudTask
Further reading: Our SDR hiring guide and last week’s client story.
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