This post is part four of our four-part series with our friends at BoogieBoard on territory planning.
Series Overview:
“They want me to quit. I know it.”
That wasn’t the first—or last—time I heard a salesperson threaten to leave because of territory changes.
When companies grow fast, carving sub-territories out of large, high-performing regions is inevitable. But for the rep who built success in that market, the split feels like punishment. Half the leads, more pressure to self-generate pipeline, and a harder climb to quota.
In one case, we avoided disaster by working with marketing to ensure both territories got the same level of support. We showed reps exactly how leads were being divided and enforced clear rules of engagement with the help of a strong sales leader. The outcome? The rep stayed—and hit President’s Club two more years in a row.
That’s the tightrope RevOps walks. Territory design isn’t just math or CRM plumbing. It’s people.
For me, territory equity has always carried personal weight. Not because I carried a quota (I didn’t) or because I’ve done ride-alongs back when sales reps lived out of their cars (though that’ll teach you empathy fast).
It’s because I married a seller. I lived the highs and lows of good quarters and bad. I knew exactly what it meant when he was handed a bad patch—like being assigned Quebec when you don’t speak French. It didn’t just affect his numbers. It shaped our income, our travel plans, and our ability to save for the future. And we were lucky. Many of his peers were sole earners supporting large families.
That’s the emotional weight of territory equity. It’s not just maps and accounts—it’s livelihoods. For many reps, more than half their paycheck comes from variable comp. Their base salary alone often can’t cover a mortgage or raise a family.
From the business side, inequitable territories create mess after mess:
When equity is missing, trust evaporates. And trust is the currency your company culture trades in.
So how do you design fairness without blowing up your ICP—or over-engineering the whole thing? Start here:
It’s not enough to say, “Our ICP is mid-market healthcare, so let’s slice by headcount.” You also need to account for market saturation and maturity.
A hospital-rich region that’s been hammered by your outbound team for two years (SOM) is not the same as a fresh greenfield (SAM).
Market size sets the stage, but early engagement tells you the workload ahead. Inbound lead volume, event attendance, and current deal velocity show whether a territory has momentum—or needs heavy lift.
If a patch looks light, don’t shrug. Work with marketing to rebalance: more ads, geo-targeted campaigns, or fresh content can tip the scale.
Marketers usually operate at a high level unless they’re running ABM plays. They don’t need to go full ABM to help a rep. Geographic targeting, especially in under-covered regions, can drive opportunity without unfairly penalizing sellers in greenfield markets. The key: set leadership expectations that lead volume will be lower—but marketing shouldn’t be punished for doing the right thing for the business.
Spell out what makes a “good” territory. Deal size? ICP density? Market maturity? Name it explicitly to avoid shadow criteria creeping in. Debates about what makes a good territory are healthy. Arbitrary debates not bound by criteria go nowhere.
Don’t expect to nail it on the first try. Track quantitative benchmarks (pipeline generated, win rates, ramp times) and qualitative feedback (what reps are seeing in the field). Territories are not monuments. They’re living systems.
For more on planning for territory equity, check out BoogieBoard’s RevOps Guide to Territory Equity.
The hard truth: even the smartest, most data-backed territory plan will flop if rolled out poorly.
Sneaking changes in under the radar? Always a mistake. Transparency beats stealth every time.
Here’s how to manage it well:
Loop your sales leader in early. Align on the comms plan. Decide upfront which objections you’ll handle and which require their voice. And involve them throughout—not just at the end—so they own the outcomes.
Give reps a defined window to raise objections and a clear escalation path. Surprises kill trust.
Not every shift will land as expected. Have contingency plans ready before launch.
Check results at 3, 6, 9, and 12 months: productivity per rep, time-to-ramp, quota attainment. If changes are working, communicate the wins. Closing the loop builds credibility and makes future changes smoother.
For a complete change management template, check out BoogieBoard’s How To Launch Your Territories at Sales Kick-Off.
Change management doesn’t end with rollout. You also need clear, enforced policies to prevent turf wars:
This is where sales leadership must enforce. If they don’t, RevOps gets cast as the cop—and no one wins.
And check out BoogieBoard’s Rules of Engagement for Your Sales Organization for a more detailed approach.
At its core, territory design is part math, part plumbing—but mostly people. Get equity right, and reps trust you. Handle change management transparently, and they’ll follow you into the next iteration without a revolt.
Need help beyond this series? Explore BoogieBoard’s resource center—or see the product in action.
