---
title: "OTE by Role: Sales, Customer Success & Marketing | Bentega"
description: Learn how to structure OTE by role for SDRs, AEs, Customer Success and Marketing using pay mix, controllability, targets and clear payout rules.
image: https://www.bentega.io/hubfs/OTE%20by%20role.png
---

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 Jul 2, 2025

# How to structure OTE by role: Sales, Customer Success and Marketing

[Andreas S](https://www.bentega.io/blog/author/andreas-s)

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Two employees can have exactly the same OTE and still need completely different compensation plans.

An Account Executive may have a large part of target earnings tied directly to revenue performance. A Customer Success Manager may have a smaller variable component connected to retention or expansion. A Marketing role may use a predominantly fixed salary with a smaller team or company bonus.

The target earnings number is only the starting point.

The more important questions are what the role actually owns, how much influence the employee has over the measured outcome, how variable you want earnings to be, and how performance will turn into payout.

That is why there is no single OTE structure that works across every role.

If you need the fundamentals first, our [**on-target earnings guide**](https://www.bentega.io/on-target-earnings) explains OTE, pay mix, quota and the basic formula.

 

![OTE for different roles](https://www.bentega.io/hs-fs/hubfs/OTE%20by%20role.png?width=1100&height=577&name=OTE%20by%20role.png)

## OTE is the target. The role determines the plan.

OTE is normally expressed as:

**OTE = base salary + target variable pay**

If someone has a €70,000 base salary and €30,000 of target variable pay, the OTE is €100,000.

That calculation is straightforward. What is not straightforward is deciding what the €30,000 variable component should depend on.

- For one role, it might be closed revenue.
- For another, it might be accepted sales opportunities.
- For another, it could be retention, expansion or a combination of individual and company performance.

The same OTE can therefore represent very different economics and very different levels of earnings risk. A good role-based OTE design starts with the job, not with a standard pay-mix percentage.

# Start with what the role actually controls

Before deciding how much compensation should be variable, define the outcomes the role is expected to influence. This sounds obvious, but it is where many compensation plans become difficult.

- A metric can be important to the company without being suitable for an individual's incentive plan.
- An SDR contributes to revenue, but usually does not control whether an Account Executive eventually closes the opportunity.
- A Customer Success Manager may influence retention, but product quality, pricing, implementation and customer fit may also affect whether a customer renews.
- Marketing may contribute to pipeline, but attributing a closed deal to one campaign or one person can be much less clear than attributing a sale to an Account Executive.

The further an outcome sits from the employee's direct decisions, the more carefully the compensation plan needs to define accountability.

A useful starting point is to ask:

- What outcome does this role own?
- Can the employee meaningfully influence it?
- Can the result be measured consistently?
- Can the employee see progress during the performance period?
- Is there a clear source of data?
- Can the company explain how the result becomes variable pay?

Those questions are more useful than starting with “What is the normal OTE split for this title?”

---

# OTE for Sales roles

Sales roles often have the clearest connection between individual performance and commercial outcomes, but even within Sales the plan should change with the role.

An SDR and an Account Executive may both sit in the same revenue organization while controlling very different parts of the sales process.

## SDR OTE

An SDR usually influences the creation and qualification of pipeline rather than the final commercial outcome. That means the variable component should normally focus on events the SDR can influence and that the next team can verify.

Depending on the sales process, that might include outcomes such as:

- held and qualified meetings;
- accepted opportunities;
- sourced pipeline; or
- another clearly defined qualification milestone.

The important part is defining the event. A booked meeting is not necessarily a qualified meeting. A qualified meeting is not necessarily an accepted opportunity. And an accepted opportunity is not the same as a closed deal.

Consider an illustrative SDR structure:

**Base salary:** €60,000  
**Target variable pay:** €20,000  
**OTE:** €80,000

The €20,000 variable amount could be earned through clearly defined qualified-pipeline outcomes during the year. Those numbers are an example of how the structure can work. They are not a recommended market benchmark.

The deeper design question is how the company defines qualification, which system records the event, who confirms acceptance and what happens when an opportunity crosses a measurement-period boundary.

For a complete worked example, see our [**SDR commission structure guide**](https://www.bentega.io/blog/sdr-commission-structure-how-to-reward-sales-development-reps).

---

## Account Executive OTE

An Account Executive usually has more direct commercial ownership than an SDR. Where the AE owns the sale, the variable component may be linked to an eligible revenue or contract measure and performance against quota.

An illustrative AE structure could be:

**Base salary:** €65,000  
**Target variable pay:** €65,000  
**OTE:** €130,000

At target performance, the plan is designed to produce €65,000 of variable pay.

That does not mean every AE should have a 50/50 pay mix. The appropriate mix depends on factors such as how much the seller controls the result, sales-cycle length, deal size, target design, company economics and how much income variability the company deliberately wants to create.

The payout mechanics also need to answer questions that the OTE number itself cannot answer:

- What counts as an eligible sale?
- When does the sale count?
- How is credit handled when several people contribute?
- What happens when a deal changes after the original calculation?
- Do accelerators apply above target?
- Is there a payout cap?

Those are plan-design decisions, not properties of OTE itself.

---

# OTE for Customer Success

Customer Success is where copying a sales compensation model often becomes particularly problematic. Some Customer Success roles have explicit commercial responsibility. They may own renewals, negotiate expansion or carry a defined retention target.

Other CSMs primarily own onboarding, adoption, relationship management or customer outcomes while another role handles the commercial transaction.

Those are different jobs and should not automatically receive the same variable-pay structure. For a commercially accountable CSM, an illustrative structure might look like:

**Base salary:** €80,000  
**Target variable pay:** €20,000  
**OTE:** €100,000

The variable component could then be linked to outcomes such as retention, renewals or eligible expansion.

Again, that is an illustration, not a market recommendation.

The important question is whether the CSM genuinely owns or can meaningfully influence the measure. If the role has little influence over pricing, renewal negotiation or expansion, directly attaching a large share of earnings to those outcomes can create a mismatch between accountability and control.

Customer Success also introduces another problem: ownership is often shared. A CSM may identify an expansion opportunity. An Account Executive may scope it. An Account Manager may negotiate it.

The compensation plan needs to decide who receives credit before the expansion closes, not after several teams discover that they interpreted ownership differently.

Our [**Customer Success compensation guide**](https://www.bentega.io/blog/customer-success-compensation-plans) goes deeper into retention, expansion, customer cohorts and shared ownership.

---

# OTE for Marketing

Marketing requires a different approach again. Many Marketing roles have broad responsibilities and long feedback loops between the work being performed and the final commercial outcome.

A campaign may influence an opportunity that closes months later. Several campaigns may touch the same account. Sales activity, pricing, product fit and market conditions may all contribute to the eventual result. That does not mean Marketing cannot have variable compensation.

It means the metric needs to be chosen carefully.

An illustrative Marketing compensation structure might be:

**Base salary:** €90,000  
**Target variable pay:** €10,000  
**Target cash compensation:** €100,000

A company might refer to that €100,000 target as OTE if it uses OTE terminology across roles.

The variable component could depend on a combination of individual, team or company outcomes. Possible measures might include accepted pipeline, qualified opportunities, agreed conversion measures or broader company performance where individual revenue attribution is too uncertain.

The objective should not be to force Marketing into a sales-style commission model. It should be to identify outcomes the role can influence, measure them consistently and make the connection between performance and pay understandable.

In some Marketing roles, a largely fixed salary with a relatively small bonus opportunity may make more sense than building a traditional sales-style OTE structure at all.

---

# The same OTE can create very different compensation economics

Consider three employees who each have €100,000 of target cash compensation.

The company could theoretically structure them like this:

| Illustrative role | Base salary | Target variable pay | Target compensation |
| --- | --- | --- | --- |
| Account Executive | €50,000 | €50,000 | €100,000 |
| Customer Success Manager | €75,000 | €25,000 | €100,000 |
| Marketing Manager | €90,000 | €10,000 | €100,000 |

These are **illustrative examples only**. They are not recommended market pay mixes.

All three employees have the same target compensation. But they do not have the same income variability.

- The AE has half of target earnings dependent on the variable plan.
- The CSM has one quarter.
- The Marketing Manager has one tenth.

That is why comparing OTE without also looking at pay mix can be misleading. And even the pay mix does not tell you enough on its own.

You still need to understand the target, performance measures and payout curve underneath it.

Use the [**OTE calculator**](https://www.bentega.io/tools/ote-calculator) if you want to compare different base salary, target-variable, quota and attainment scenarios before documenting the final plan.

---

# How to choose pay mix without treating benchmarks as rules

Market compensation data can be useful when setting pay. But a market benchmark cannot tell you how much control a particular role has over an outcome or how much earnings volatility fits your operating model. Pay mix should therefore be considered alongside the actual job.

A role with direct individual commercial ownership may support more variable compensation than a role whose outcomes depend heavily on other teams.

A role with a short, measurable performance cycle may also be easier to connect to variable pay than one where outcomes emerge over many months.

Other considerations include the quality of the underlying performance data, how much of the job consists of responsibilities that are difficult to quantify, the economics of the incentive at different performance levels and the amount of risk the employee is expected to carry.

External benchmarks can help answer:

**What are comparable companies paying?**

They cannot answer:

**What should this employee have to achieve to earn the variable part of that compensation?**

Those are different questions.

---

# Make sure the variable components reconcile to the OTE

One of the simplest checks in an OTE plan is also one of the most useful. The variable components at target should reconcile to the target variable pay.

Suppose a role has:

**Base salary:** €70,000  
**Target variable pay:** €30,000  
**OTE:** €100,000

The company might divide that €30,000 variable amount between three components:

| Component | Target payout |
| --- | --- |
| Individual performance | €15,000 |
| Team performance | €9,000 |
| Company performance | €6,000 |
| Total target variable pay | €30,000 |

At target:

€70,000 base salary + €30,000 variable pay = €100,000 OTE

The three incentive components explain how the €30,000 is earned.

They are not additional amounts on top of the stated OTE.

That distinction matters when plans contain several metrics, bonus components or different payout periods. If the components do not reconcile to the target variable amount, the company may be describing one OTE number while operating a different compensation model underneath it.

---

# Do not choose a metric only because it matters to the company

Revenue, retention, pipeline, margin and customer satisfaction can all be important business metrics. That does not automatically make all of them good compensation metrics for every employee.

Before adding a measure to the variable plan, test whether the role can actually influence it.

For example:

- An SDR may influence whether the pipeline entering Sales is qualified.
- An AE may influence whether an eligible opportunity closes.
- A commercially accountable CSM may influence renewal or expansion.
- Marketing may influence demand creation and pipeline quality.

None of these roles necessarily controls the whole customer journey.

A plan becomes difficult to defend when an employee's earnings depend heavily on an outcome that another team, the market or the company itself can materially change. This becomes even more important when several metrics are combined.

Adding more measures can make a plan look balanced while also making it harder for employees to understand what matters and harder for Finance or RevOps to explain the eventual payout.

---

# Decide how the roles interact

Role-specific compensation should not mean designing every plan in isolation. The handoffs between roles matter.

Imagine a company pays Marketing for lead volume, SDRs for meetings booked, AEs for closed revenue and Customer Success for retention.

Every metric may make sense individually.

But the combination can still create problems.

- Marketing may optimize for more leads regardless of fit.
- SDRs may optimize for more calendar meetings.
- AEs may close customers that are difficult to retain.
- Customer Success then inherits the downstream consequences.

The goal is not to give everyone the same metric but to make sure the incentives do not encourage one team to create a problem that the next team is paid to fix. That requires clear definitions around qualification, ownership, handoffs and shared outcomes.

Where several people contribute to the same commercial event, define the sales-credit or incentive rule before the event occurs rather than resolving ownership manually after the result is known.

---

# Decide the payout timing as carefully as the metric

A good performance measure can still create confusion if nobody knows when it becomes final. Different roles also operate on different timelines.

- An SDR event may be confirmed when a qualified opportunity is accepted.
- An AE result may depend on a defined sales event.
- A retention measure may require the company to wait until the end of a quarter or contract period.
- A company-level bonus may not be measurable until financial results are complete.

The compensation plan should therefore define both:

**what earns the variable compensation**

and

**when enough information exists to calculate, review and approve it.**

Those are not always the same date.

Longer measurement periods can sometimes improve the quality of the signal, but they can also delay feedback. Shorter periods provide faster feedback but may introduce more volatility or require later adjustments.

There is no universal payout frequency that solves that trade-off for every role.

---

# Do not change the role plan silently when responsibilities change

Role design changes over time.

- An SDR may begin owning more of the sales process.
- A CSM may move from adoption-focused work to commercial renewal ownership.
- Marketing may receive clearer pipeline accountability.

Those changes can justify revisiting the compensation structure. But changing the job does not mean the company should silently reinterpret the incentive rules halfway through a performance period.

Where a material plan change is needed, define when the new rules take effect, which employees and performance periods are affected, how existing pipeline or customer ownership is treated and how the change is communicated.

That gives the company a clearer history of which plan applied to which performance.

---

# Role-based OTE is more than choosing a percentage

The percentage split between base salary and variable pay is visible, which makes it tempting to treat pay mix as the main design decision.

It isn't.

A role-specific OTE plan needs to connect several things:

the responsibility of the role, the performance measure, the target, the target variable amount, the calculation logic, the measurement period, the source data, ownership rules, exceptions and payout timing.

If those pieces fit together, the OTE number becomes meaningful. If they do not, a perfectly reasonable-looking 70/30 or 50/50 split will not fix the plan.

NEXT STEP

## Turn the OTE structure into an actual compensation plan

Once you have chosen the target earnings, pay mix and performance measures for a role, document the operating rules behind them.

The compensation plan should make it possible for the employee, manager, RevOps, HR and Finance to answer the same basic questions:

- What is my target compensation?
- What do I need to achieve?
- Which results count?
- How is performance measured?
- How does that performance become payout?
- What happens when something changes?
- Who reviews and approves the result?
- When is the amount paid?

**Use the compensation plan template to document the targets, payout logic, eligibility, exceptions and approval rules behind the OTE structure.**

[Download the compensation plan template →](https://www.bentega.io/sample-sales-compensation-plans-free-guides-templates)

---

# Frequently asked questions about OTE by role

### Should every role have the same OTE pay mix?

 No.

Pay mix should reflect the responsibilities of the role, how directly the employee can influence the measured outcome, how reliably performance can be measured and how much earnings variability the company intends to create.

A standard percentage applied across unrelated roles can create a mismatch between accountability and compensation.

### Is 50/50 the standard OTE split for sales?

 There is no universal pay mix that is right for every sales role.

A 50/50 structure can be used in some plans, but the appropriate mix depends on the role, sales motion, target design, economics and level of individual control over the commercial result.

Treat market data as an input rather than a universal plan rule.

### Should SDRs and Account Executives have the same OTE structure?

 Not necessarily. An SDR normally influences pipeline creation and qualification, while an Account Executive may own the commercial outcome.

  Their variable-pay measures and earning rules should reflect those different responsibilities. 

### Should Customer Success have OTE?

 It can, particularly where a Customer Success role has defined target variable pay.

But the compensation structure should reflect what the CSM actually owns.

A commercially accountable CSM may reasonably have variable pay linked to retention, renewals or expansion. A role primarily focused on onboarding, support or adoption may need a different structure.

### Should Marketing have variable pay?

 Marketing can have variable compensation, but it should not automatically copy a sales commission structure.

 The useful question is whether there are measurable outcomes the role or team can meaningfully influence and whether the company can attribute those outcomes consistently enough to use them for compensation.

### Should sales commissions always be uncapped?

 No. Whether a plan should have a cap depends on its economics, payout curve, potential windfall scenarios and the behaviour the company intends to reward.

 An uncapped structure can make sense in some plans, while another company may deliberately use a cap or another control. The decision should be modeled rather than treated as a universal rule.

### How often should an OTE plan be reviewed?

 Review the structure when the underlying role, targets, economics, data or company strategy changes materially.

 That does not mean the plan should be changed casually during an active performance period. Material changes should have clear effective dates, ownership and communication. On a general note, it is advised to review OTE plans once a year.

 

[On-Target Earnings](https://www.bentega.io/blog/tag/on-target-earnings)

## Related posts

[![OTE benchmark ](https://www.bentega.io/hs-fs/hubfs/OTE%20Reality%20Check%20(1).png?height=200&name=OTE%20Reality%20Check%20(1).png)](https://www.bentega.io/blog/benchmarking-ote-stay-competitive-and-attract-top-talent)

## [How to benchmark OTE without treating market data as the compensation plan](https://www.bentega.io/blog/benchmarking-ote-stay-competitive-and-attract-top-talent)

[![SaaS OTE](https://www.bentega.io/hs-fs/hubfs/The%20Gong%20Show%20(1).png?height=200&name=The%20Gong%20Show%20(1).png)](https://www.bentega.io/blog/implementing-ote-in-saas-drive-growth-retention)

## [SaaS OTE: how to connect target earnings to quota, recurring revenue and retention](https://www.bentega.io/blog/implementing-ote-in-saas-drive-growth-retention)

[![Customer Success compensation](https://www.bentega.io/hs-fs/hubfs/Customer%20Success%20compensation.png?height=200&name=Customer%20Success%20compensation.png)](https://www.bentega.io/blog/customer-success-compensation-plans)

## [Customer Success compensation: renewals, expansion and ownership](https://www.bentega.io/blog/customer-success-compensation-plans)

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