Sales rep KPIs: what to measure to know if a rep is doing the job well (not just how much they sell)

What KPIs should you track for a sales rep? Three groups, in this order: activity (calls, time to first contact, completed tasks, leads without a next task), quality (opportunities created, contact rate), and results (contracts per month, revenue, win rate, and quota attainment). Start with three or four, one per group. Review activity daily and results monthly. And measure each sales rep against the team’s process, not against the number of leads they were assigned.

Updated: November 2026 · Written by Pablo Pascual, co-founder of Vixiees, working daily with high-volume lead sales teams.

Caetano Mobility, the flexible car subscription business of Grupo Caetano, had a dashboard with the information almost every team has. Ricardo Ruiz de Adana, CMO of Grupo Caetano and head of Caetano Mobility, explains it like this in his interview with Vixiees: they could see that "today we received 30 leads" and that "we had created 10 opportunities," but "we didn't know how many calls the rep had to make to sell that car."

Watch it on video: Caetano Mobility: from 15 to 30 contracts per sales rep | Vixiees Success Story

What are sales rep KPIs? The numbers that show how they work, not just how much they sell

A sales rep's KPIs are the few metrics that, tracked daily or weekly, tell you whether that person is doing what they need to do and whether it’s working. They are not the business's overall sales KPIs (total revenue, customer acquisition cost), which measure the company. A sales rep's KPIs measure an individual, and therefore they must be things within their control to change.

You can find the general definition in what is a sales KPI.

Why isn't tracking sales alone enough? Because the result arrives too late and doesn't explain why

The sales figure doesn't tell you if the rep made too few calls, made bad calls, received low-quality leads, or left leads unattended. And it comes at the end of the month, when it can no longer be fixed.

Pablo Prieto, co-founder of Ucademy, an online education group, focuses mainly on results and, when they fall short, looks for the reason. That’s where the challenge was: "My biggest problem was that I didn't know if the data was reliable or not." If each rep updates the CRM in their own way, the KPI is filled with noise.

Ricardo adds a nuance: "the first thing you realize working with Vixiees isn't that your conversion rate improves; the first thing you realize is that you weren't measuring your conversion rate correctly." Whoever called or texted via WhatsApp wasn't always logged as a lead, because that was left up to the rep. By logging all of them, conversion looks worse even though you sell more. His conclusion: "I prefer to compare contracts per rep."

What KPIs should you track for a sales rep? Activity, quality, and results

Track three groups and analyze them together. This order—Activity, Quality, and Results—is Vixiees' own framework, drawn from what we see in teams like Caetano, Ucademy, and Total Renting. It is not an industry standard.

Calculation template, not client data.

The activity group is the one most often missing. Ricardo explains that at Caetano they went from measuring the team "based on the number of leads they receive" to measuring them "based on their daily performance, the number of calls they make, the number of opportunities they are able to create."

Time to first contact has its own row because, according to Ricardo, that and follow-up are where the most opportunities are lost.

How to read a sales rep's KPIs together: four combinations

A single KPI accuses. Two together explain.

Sells a lot and completes few tasks. At Caetano, one of the top sellers "was the one who did the fewest tasks in Vixiees." They weren't working less: their clients kept messaging them on their previous WhatsApp, outside the system, and according to Ricardo it wasn't their deliberate choice. They cut off that channel, and today, he says, "they are the best performer on the team." The activity KPI pointed to a leak, not a bad sales rep.

Completes many tasks and creates few opportunities. First check that tasks leave evidence (step 2). If they do, the problem is quality, and you need to listen to calls. At Caetano, they transcribe calls every month, look at what top performers say, and set up "individual action plans with each rep."

Runs out of tasks by mid-morning. This is a process problem, not a rep problem. Ricardo solves it in the playbook, with more attempts or by reactivating disqualified leads, so "that rep who had already run out of tasks by 12 noon" receives follow-ups for older leads.

Overall conversion doesn't rise even though volume increases. As you scale, Pablo Prieto explains, lower-quality leads come in, but the conversion from qualified lead to sale improves because those are worked first. Look at stage-by-stage conversion.

How many leads should a sales rep handle? It is not a valid KPI on its own

At Caetano, workload is not measured in leads. Previously, they divided leads by working hours (about two clients per hour). But, as Ricardo says, "every customer is different."

The figure is only useful alongside the outcome. At Ucademy, they were "between 200 and 280 leads per rep" and, according to Pablo Prieto, "as soon as we scaled up, there were many mistakes." Now he estimates an average of around 585 (one rep reached 780 last month). This is a reported figure, not an audit.

What numbers come up when measured properly? Data from Caetano and Ucademy

These are figures reported by clients in their interviews with Vixiees, not external studies.

Regarding revenue, Ucademy's co-founder points out that during that period they were also "investing a bit more in marketing," so, in his words, attributing everything to the process change "isn't 100% accurate."

Ricardo explains Caetano's leap by two factors happening at once: experienced reps "were able to improve their process" and, additionally, the entire sales process improved. It wasn't instant: until the team worked entirely within the tool—about six months—they didn't consider the improvement established.

Watch it on video: Ucademy: from €25,000 to nearly €60,000 per rep | Vixiees Success Story

Sales Director KPIs: team metrics and process metrics

A sales director looks at the same groups aggregated across the team and adds those that show whether the process is being followed.

• Leads and revenue per sales rep. These are the two numbers Pablo Prieto reports to leadership: "In the end, that's our driver: improving how much revenue we generate per headcount."

• Process compliance. Without it, you cannot test changes. Pablo Prieto shares an example: moving from five to six attempts per lead and not knowing if conversion improves, "because I don't know if those six attempts are actually being made."

• Time between stages. At Caetano, when a client moves to document review, they measure "how long does it take to change status?"

• Weekly ratios. Lorenzo Bertolini, Sales Director at Total Renting, reviews "the documentation we've sent out, the approval rates."

All of this only provides a fair comparison under a single, unified process. If everyone sells in their own way, Ricardo says, "you know one is better than another by their sales, but you don't know why they're better."

In our view, the director themselves should be measured by team quota attainment, the ramp-up time for a new sales rep to become productive, and turnover.

How to set up KPIs for your sales reps in 3 steps

Step 1. Choose one KPI from each group

One for activity (calls per day), one for quality (opportunities created), and one for results (contracts per month). If you are starting from scratch, add leads without a next task: it's the easiest to pull (a simple CRM list) and tells you how many leads you've already paid for that no one is working on. We explain this in how to recover lost leads.

Step 2. Define what counts as done

A task counts if there is evidence that it was completed, not just if the rep checked it off as finished. Ricardo points out this common CRM loophole: it's possible to "complete a task without leaving any proof that it was actually done" and "reschedule it without having genuinely made an attempt." Diego Juárez, from Total Renting, values that his dashboard provides "reliable data, real data, unmanipulated." Without this rule, the activity KPI is merely decorative.

Step 3. Review them with a short, regular routine

At Caetano, they run "a daily 15-minute meeting where we review the day": key indicators, deliveries, and contracts, along with time for suggestions, which are applied either to everyone or to no one. At Total Renting, manager meetings revolve around: "Have you listened to this person, how does this person sell, how does this person handle follow-up?"

Can you measure a sales rep without making it feel like micromanagement?

Yes, if KPIs serve to support rather than just police. Lorenzo describes it this way: "honestly, before we felt a bit like police officers—myself included—and now I truly feel more like an ally to the sales reps."

A low call volume isn't a penalty; it's the start of a conversation: do they lack leads, time, or clarity? We expand on this in how to lead a sales team and in how many calls a sales rep makes per day.