Two layers, one tab per capacity model, with real example math baked in as live formulas. Change a blue input cell and the FTE requirement for that function recalculates, then roll every function up into one companywide headcount plan.
Built for the question that comes up every planning cycle: how many people do we actually need, by function, to hit next year's number. Not a guess pulled from last year plus ten percent, a model you can defend line by line.
Blue cells are your inputs. Everything else is a formula, change an input and every dependent number updates.
What's Inside
_README
How to use the model, and how the tabs connect.
1_Companywide_Model
Revenue, ARR, customers, transactions, total FTE, revenue per employee, and payroll as percent of revenue.
2_Sales
Quota capacity: new ARR target ÷ quota per rep ÷ attainment rate.
3_Customer_Success
Book of business: managed ARR ÷ ARR per CSM.
4_Implementation
Project capacity: implementations per year × hours each ÷ productive hours per FTE.
5_Support
Volume model: annual tickets ÷ tickets per agent.
6_Operations
Volume model with an automation and productivity lever built in.
7_Engineering
Squad and roadmap model: squads × eng per squad, plus a platform percentage.
8_Product_QA_Data
Portfolio and workload models for Product, QA, and Data.
9_GnA
Finance, HR, and Marketing sized by ratio and budget models.
How Each Model Works
Every function uses whichever model actually fits how that team's capacity works, a quota model doesn't make sense for Support, and a ticket-volume model doesn't make sense for Sales. Here's the example math already built into the download.
Sales — quota capacity
$20M new ARR target ÷ $500k quota per rep ÷ 80% attainment ≈ 50 reps.
Customer Success — book of business
$100M managed ARR ÷ $2M ARR per CSM = 50 CSMs.
Implementation — project capacity
600 implementations × 80 hours each ÷ 1,400 productive hours per FTE ≈ 34 FTE.
Support — ticket volume
100,000 tickets ÷ 2,000 tickets per agent = 50 agents.
Operations — volume plus automation
30% volume growth, 15% productivity gain, about 10% net workload growth, so 100 FTE becomes about 110 FTE, not 130.
Engineering — squad and roadmap
8 squads × 6 engineers per squad × 1.2 for platform and extra capacity ≈ 58 engineers.
Product, QA, Data — portfolio and workload
5 squads × (1 PM + 1 QA per squad) + 12 data FTE for volume-based work = 22 total FTE.
G&A — ratio and budget
Finance sized against revenue (about 1 per $8-10M plus close complexity), HR against headcount ratio, Marketing against budget.
The Companywide Layer
The first tab rolls every function up into one plan: revenue, ARR, customers, and transactions on one side, total FTE, revenue per employee, and payroll as a percent of revenue on the other. Link its Total FTE row to the sum of the nine functional tabs and the whole model updates live off one set of company-level assumptions.
Header row — labels, don't edit
Blue cell — your input
Black cell — calculated, don't edit
Try this
Duplicate the 2027 columns to build out a base, upside, and automation-heavy scenario side by side, same formulas, different blue inputs, so leadership can see the headcount and payroll impact of each plan before you commit to one.