Eleven years of B2B sales — industrial equipment first, enterprise SaaS since. ₹41 crore in closed revenue, 108% average attainment across 9 quota-carrying years — including the year I missed, which is on this page too, because a salesperson you can't verify is a salesperson you shouldn't hire.
Attainment history from CRM exports and commission statements. I bring the originals to interviews — every sales candidate says 120%; I'd rather show you the one year I didn't.
| Year | Quota | Closed | Attainment | Context |
|---|---|---|---|---|
| FY26 | ₹6.0 Cr | ₹7.0 Cr | 117% | President's Club · #2 of 28 AEs |
| FY25 | ₹5.5 Cr | ₹6.7 Cr | 122% | Biggest deal of my career (₹1.4 Cr TCV) |
| FY24 | ₹5.0 Cr | ₹4.8 Cr | 96% | The miss. Two Q4 deals slipped — my forecasting error, fixed since |
| FY23 | ₹4.0 Cr | ₹4.2 Cr | 104% | First year on enterprise segment |
| FY19–22 | — | ₹18.3 Cr | 106% | Industrial equipment, West + North territory |
About FY24: I called the miss in month 8, not month 12 — told my VP early, re-forecast honestly, and both slipped deals closed in Q1 next year. Forecast accuracy since: within 5%, six quarters running.
The number that matters most isn't at the bottom — it's the 41% proposal-to-close rate. I qualify hard and walk away early, so the deals that reach commercials actually close. Discovery is where I earn my salary; the demo is just proof.
Enterprise SaaS · 11-month cycle
Fourteen stakeholders, a champion who changed jobs mid-cycle, and a CFO who'd frozen all new spend. I rebuilt the business case around cost they were already incurring — not value we'd add — and got the CFO to present it internally himself. Signed a 3-year term at full list price.
Industrial equipment · competitive rip-out
A Ludhiana manufacturer, loyal to a competitor for 12 years. I spent nine visits learning their floor before showing a single brochure — then proposed on their downtime data, not our spec sheet. That account has re-ordered every year since 2021.
SaaS · the one I walked away from
A prospect who wanted the product for a use-case it genuinely couldn't serve. Closing it would've made my quarter and churned in six months. I said no, referred them to a better-fit tool, and they sent me two referrals that both closed. Reputation compounds; quota resets every year.
Cold calls, warm intros, trigger-based outreach. No spray-and-pray sequences — 20 researched accounts a week beats 200 template emails.
28% cold-outreach reply rate
MEDDICC-trained, but the real skill is asking the question the prospect hoped you wouldn't. I disqualify a third of my pipeline on purpose.
41% proposal-to-close rate
I defend price by defending value delivered — discounting is a last resort, not an opening move. Trained under a VP who made us justify every rupee off list.
94% avg realisation vs list
My pipeline is real. Stages mean what they say, close dates aren't hopes, and my manager never has to chase me for updates.
Forecast within 5%, 6 qtrs
Enterprise deals die in rooms you're not in. I map the buying committee, arm the champion, and pre-handle procurement and legal.
Avg 9 stakeholders per closed deal
A deal isn't done at signature. Clean handovers to CS, quarterly check-ins on my logos — 14 of my accounts have expanded post-sale.
₹3.1 Cr in expansion sourced
Photograph — the one from the field, not the studio
I got into sales the honest way: my father ran a two-person auto-parts distribution business in Faridabad, and from age 15 my school holidays were spent riding along on collection visits. I learned that people buy from people they trust, and trust is built by showing up when there's nothing to sell.
Seven years of industrial equipment taught me territory discipline — 200 km days, order books filled one visit at a time. The move to SaaS taught me multi-stakeholder cycles and forecast rigour. The combination is rare: I can do the 7 a.m. factory-gate meeting and the CFO boardroom pitch in the same week.
"Quota is the output. The inputs are visits, questions and follow-ups — and inputs are the only thing you control."
Experience
B2B SaaS (supply-chain), Gurgaon
North India enterprise segment · 117% FY26 · President's Club · ₹7 Cr closed last year.
HR-tech SaaS, Noida
Moved upmarket from mid-market; built the enterprise playbook now used by 6 AEs.
Industrial equipment mfr., Delhi NCR
West + North territory · 140 active accounts · grew territory revenue 2.4× in 4 years.
Managers & buyers say
VP Sales, current
Arjun's forecast is the only one I don't adjust before board meetings. He qualifies out more than anyone on the team and still finishes top two. That's not luck — that's discipline.
VP Sales, supply-chain SaaSReference available on requestA customer, unprompted
"Most vendors disappear after the PO. Arjun called me a month post go-live to ask what wasn't working. That call is why the renewal was easy — and why I took his call at my new company."
Head of Procurement, logistics firmNow a customer at their new company tooOpen to enterprise AE and first-line sales manager roles — Gurgaon, Delhi NCR or hybrid. Commission statements, CRM exports and references ready for any serious conversation.