AI assistant for planning
How many reps, calling how often, covering which accounts, at what cost. Covirage turns those four questions into a plan where capacity, coverage and budget reconcile, and shows what each extra rep buys.
Reps times calls per week times weeks is the capacity. Accounts times required frequency is the demand. The plan is where they meet, and the assistant helps you move the levers until they do.
Reps, ramp time, calls per week and holidays, computed, not assumed.
Every account with a required frequency by tier. The gap is shown in reps.
Each scenario lands on a cost finance can put in the plan.
Three steps, in this order.
From the CRM. Tier rules set the required frequency.
Ask the assistant to try headcount and frequency changes.
Export to the budget and to the territory planner.
Short answers. The Help centre has the long ones.
Territory planning assigns accounts to reps. Capacity planning decides how many reps and how often they call. They share the same data and hand off to each other.
Yes. New reps carry a ramp curve you set.
Finance seats are included in the Business plan.
Written for this job: the measures, the data you already hold, and the arithmetic.
The capacity model behind a defensible sales headcount plan: reps times calls times weeks less ramp on one side, accounts times required frequency on the other, the gap in reps per territory, and the scenario table that lands on a cost finance can put in the plan.
16 Sept 20263 min readHow an accounting firm turns its engagement list and filing calendar into a load curve per manager: filings due per week, the hours each typically takes from the firm's own time entries, the hours available from the roster, the weeks where load exceeds capacity months ahead, and the reassignments and early starts that flatten the peak before the season does it the hard way.
16 Sept 20263 min readHow a sales leader compares inside and field coverage on the same book from the activity log and the ledger: touches per account by channel, cost per touch from the roster at stated rates, revenue per touch by channel and tier, the tiers where field touches return more than they cost and the tiers where inside touches return the same for a fifth of the cost, and the reallocation the numbers support.
16 Sept 20263 min readHow a sales leader turns a headcount plan into a capacity plan from the team's own data: the ramp curve measured from past hires' attainment by month of tenure, the attrition rate by tenure band, the productive capacity each month that results, and the hiring dates that produce the number in the year, not the year after.
16 Sept 20263 min readWhy the coverage model, which says which accounts each rep touches at what cadence, and the capacity plan, which says how many touches each rep can make, are the same arithmetic from two ends, how to check that they agree, the identity that touches required equal touches available within a stated tolerance, the two ways they usually disagree, cadence set without hours and hours set without accounts, and the reconciliation that fixes both.
16 Sept 20263 min readHow a consulting or advisory firm reconciles its sales pipeline to delivery capacity by practice and by month: sold and weighted-pipeline hours against available hours from the roster, the months where sold work exceeds the bench and the months where the bench exceeds sold work, and why the two failures need opposite responses from the same report.
16 Sept 20262 min read