How to grow sales and delivery capacity together

Decide how much new work your team can support, which commitments need a hiring decision and where a clearer offer can make growth more manageable.

Treat a sale as a future commitment#

A new engagement creates delivery work, onboarding, communication and support. A growing agency can win work faster than it can start it well. A software team can sell a technically demanding rollout that absorbs its implementation people. A field-service business can add sites outside a workable route.

Build one view of demand and capacity before deciding to pursue more volume. Your aim is to choose the work your business can deliver responsibly, not to make every person fully booked at all times.

Use the planning period that fits your work: a week, a month or a project phase. Mixing weekly delivery hours with monthly sales targets creates false precision.

A delivery-capacity worksheet subtracts committed work, support and reserve from available time before accepting new work.

Define the constraint you are planning around#

A headcount number is rarely enough. Identify the limiting skill, approval, equipment, location or support function. A team with spare design time can still be blocked by one implementation specialist.

Write the available capacity for that constraint, current commitments, recurring support and the reserve your business chooses for uncertainty. Keep proposed starts separate from confirmed work.

Capacity item	Record
Available	Realistic time or units in the same period
Committed	Work already promised in that period
Recurring	Maintenance, support and internal obligations
Reserve	Deliberate room for uncertainty and quality
New-work capacity	Available minus committed, recurring and reserve
Owner	Who confirms the estimate and can approve a change?

Do not substitute an estimate for an accepted delivery commitment. Ask the people doing the work to check assumptions.

Calculate what a new commitment would consume#

If a planning week has 160 usable hours, 100 already committed, 24 for recurring work and 16 reserved, 20 hours remain. A new engagement needing 15 hours each week could fit that week's estimate; two such engagements would need 30. Check subsequent weeks, specialist availability and dependencies before promising a start.

Use your own units and uncertainty ranges. Manufacturing might need machine time and inventory as well as people. A service route might need travel time. A software rollout might need training and technical support.

A sales-value total does not tell you any of these requirements. Add delivery input to the offer before it becomes a customer promise.

Set operating triggers before the week gets busy#

Agree what happens when capacity becomes tight. A trigger might be that confirmed starts consume the planned reserve, a specialist becomes a single point of failure, or onboarding commitments repeatedly slip.

Choose an action appropriate to the cause: sequence starts, narrow the offered scope, adjust the audience, improve a repeated process, arrange approved support or prepare a hiring decision. Do not assume hiring is always the first answer.

SBA guidance on expansion is useful context for considering costs and readiness alongside a growth plan. Confirm your own financial capacity and employment obligations before adding a commitment.

Give sales and delivery a shared review#

For each proposed engagement, record scope, estimate, uncertainty, expected start, decision owner and the customer's actual agreement. Have sales and delivery examine the same record.

If delivery changes the estimate, update the proposed offer before acceptance. If sales learns a new requirement, bring it back to the delivery owner. Avoid treating the handoff as the first time these teams discuss the job.

Review actual delivery against estimates. Use the difference to improve your next offer and capacity worksheet; do not retroactively rewrite the original estimate as if it had been accurate.

Pursue the conversations your team can support#

Use the worksheet to decide which customer situations are worth pursuing now. A clearer offer or a better-fit audience can make growth more useful than simply adding conversations.

Kite helps you meet qualified people relevant to your objective. Define the people and required criteria around work you can support. Your business owns its hiring, scheduling and delivery commitments; an Introduction is not an automatic project start.

Use the weekly sales routine to maintain this shared view. If hiring is the chosen response, prepare a specific role and support plan rather than a vague request for someone to fix growth.

Your readiness check

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Choose one planning period and identify the real capacity constraint.Separate available, committed, recurring and reserved capacity.Agree triggers and an owner for changing pace or adding support.Check each proposed start with sales and delivery before promising it.These checks stay in this browser. These are your notes; Kite’s actual account state and start checks decide readiness.

Work with your agent

A clear task to copy

Reference: https://kitegtm.com/university/guides/grow-sales-with-delivery-capacity. Read the current guide and cite its section URLs and version. If the reference is unavailable, state that limitation instead of inventing its instructions.

Help me create a sales-and-delivery capacity worksheet from the aggregate units and responsibilities I provide. Use one period, show arithmetic, retain ranges and distinguish confirmed work from proposed starts. Return the constraint, reserve decision, triggers, owners and missing information. Do not commit work, hire people, alter schedules, accept an offer, activate Kite or spend money.

This prepares guidance. Use the controls in your Kite workspace for account changes and starting work.