Dear SaaStr: Can I Have My SDR Manager also Manage My Account Executives?
No. At least, not unless you promote them to a Head of Sales — and they can handle the promotion.
These are two very different roles with distinct responsibilities, and combining their management under one person can create inefficiencies and misalignment.
You may be tempted here if your SDR manager is your only sales manager, I get it. But if you want to do that, promote them. Again — if they are up for it. If not, tough it out until you can find a head of sales with experience managing AEs.
Here’s why:
1. SDRs and AEs Have Different Goals and Skill Sets
– **SDRs** are focused on **top-of-funnel activities**: generating pipeline, booking meetings, and qualifying leads. They need coaching on outreach strategies, messaging, and objection handling.
– **AEs** are focused on **closing deals**: managing the full sales cycle, negotiating contracts, and driving revenue. They need coaching on deal strategy, negotiation, and closing techniques.
The skills required to manage SDRs (entry-level, high-volume activity) are very different from those needed to manage AEs (experienced closers working on complex deals). A single manager trying to juggle both will likely struggle to provide the specialized coaching and support each group needs.
2. Misaligned Priorities
– An SDR Manager’s primary focus is on **pipeline generation**: ensuring the team is hitting activity metrics and delivering enough qualified leads to the AEs.
– An AE Manager’s primary focus is on **revenue generation**: ensuring the team is closing deals and hitting quota.
If one person is managing both teams, they’ll inevitably prioritize one over the other—usually the AEs, since they’re directly tied to revenue. This can lead to neglect of the SDR team, which is dangerous because a weak pipeline will eventually hurt the entire sales org.
3. Lack of Expertise
– A great SDR Manager knows how to coach entry-level reps, build a positive team culture, and optimize top-of-funnel processes. They’re deeply familiar with the nuances of outbound prospecting and lead qualification.
– A great AE Manager knows how to coach experienced salespeople, strategize on complex deals, and manage forecasts. They’re focused on deal velocity, win rates, and quota attainment.
It’s rare to find someone who excels at both. Forcing one person to manage both teams often results in mediocre management for both.
4. Better Alternative: Separate Managers
Here’s what I’d recommend instead:
– **SDR Manager:** Focuses exclusively on managing the SDR team. They’re responsible for pipeline generation, coaching SDRs, and aligning with the AE Manager to ensure lead quality.
– **AE Manager:** Focuses exclusively on managing the AE team. They’re responsible for revenue generation, coaching AEs, and aligning with the SDR Manager to ensure the pipeline is converting.
This separation allows each manager to specialize and ensures both teams get the support they need to succeed.
When Does It Make Sense?
The only scenario where it might make sense for one person to manage both SDRs and AEs is if your team is very small—say, 2-3 SDRs and 2-3 AEs. And if you can make that manager again your Head of Sales.
At that size, it’s possible for one manager to handle both, but even then, it’s not ideal. As soon as you scale beyond that, you’ll need separate managers to maintain focus and efficiency.
Final Thoughts
Managing SDRs and AEs requires different skill sets, priorities, and coaching styles. Combining their management under one person is usually a recipe for inefficiency and misalignment. If you’re at the stage where you’re considering hiring an SDR Manager, it’s better to keep their focus on the SDR team and bring in a separate AE Manager to handle the closers.
