Carles Reina $300M ARR ElevenLabs Sales Playbook
Quota, comp, forecasting, expansion: everything you need to build a real revenue machine
In roughly ~3 years, ElevenLabs reached ~$330M ARR and paired it with a multi-billion valuation.
They acomplished it with a world-class revenue engine: pricing, packaging, sales execution, expansion, and forecasting discipline all working together.
This was lead by Carles Reina, the company’s first GTM hire and early investor. Carles was also early investor in Revolut and now also manages Baobab Ventures.
His GTM philosophy is unusually ‘high-output per head’: small teams, aggressive productivity expectations, and systems that turn revenue expansion into a repeatable machine.
Most founders don’t fail because their product is bad.
They fail because revenue never becomes a system.
They hire “a couple AEs”, throw together comp, hope pipeline shows up… and six months later they’ve built a bloated sales org that still can’t predict, close, or expand.
So we did the opposite.
We distilled the Carles Reina / ElevenLabs GTM + Sales Org playbook into a copy-paste operating system any CEO can deploy—whether you’re at $0, $1M, or $20M ARR.
The fundamentals any CEO must understand first: the 6 primitives of a sales org (segments, roles, quota, OTE, commission mechanics, crediting rules).
The ElevenLabs philosophy: how Carles designs teams with a high bar + high output, using quota multiples as a culture filter and pessimistic forecasting to force real pipeline.
System design before comp: how to segment SMB / mid-market / enterprise and choose the right revenue unit (New ARR vs ACV vs TCV).
Copy-paste comp plans: SDR, AE, CSM, managers, and SE/SC—plus the “boring mechanics” that prevent chaos (booking rules, clawbacks, discount policy, split rules).
The most valuable move: the ElevenLabs expansion model—pay both AE + CSM on upsells so revenue growth becomes a team sport (with clear ownership rules to avoid fights).
Operating cadence: the monthly pipeline review, weekly outbound discipline, and performance management that makes the whole system consistent.
Why it’s valuable
Because it replaces guessing with a system.
You can take this playbook and:
set quotas that are aggressive but achievable
align incentives so reps don’t game the system
build pipeline discipline without becoming inbound-dependent
create expansion behavior that compounds revenue over time
avoid the #1 silent killer of GTM: crediting drama + comp chaos
If you’re a CEO, this is the doc you forward to your Head of Sales and say:
“We’re running this.”
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