What We Actually Sell
We do not bill for hours our Human + AI SDR team spends dialing. We sell qualified seller leads and booked appointments, and the invoice reflects outcomes that actually reached your calendar, not time that was spent trying. If a caller dials for six hours and produces nothing that meets your criteria, that is our cost to absorb, not yours to pay for. That is the entire model in one sentence, and everything below is why we built it that way instead of the more familiar hourly VA arrangement.
This Is Where the Outsourcing Industry Is Actually Heading
Buyers of outsourced services have traditionally paid for hours, full-time equivalents, and transactions, the classic BPO structure. Everest Group, which tracks this shift across its BPO contract database, finds that outcome-based pricing, paying for a defined result rather than time worked, is steadily gaining traction: engagements it classifies as outcome-based now exceed 15 percent of its tracked contracts, even though most deals in the market today remain hybrids of the old and new models. We are not describing a hypothetical future here. The market is already moving this direction, and we built our pricing around where it is going rather than where it has historically been.
Want this handled for you?
Our Human + AI SDR team cold calls your market, qualifies sellers against your criteria, and hands you the appointment. You pay for qualified leads, not hours.
Book a Real Estate Fit CallWhy Hourly Pay Rewards the Wrong Thing
The problem with paying for VA hours is not that hourly workers do not try. It is that hourly pay, by construction, is owed regardless of what the hours actually produce. The Bridge Group’s 2025 SDR benchmarking study, covering 351 B2B companies, puts median SDR on-target earnings at $80,000 a year, split roughly 68 percent base salary to 32 percent variable pay, meaning most of that cost is owed whether or not a qualified meeting ever gets booked. Telemarketers earned a median annual wage of $34,410 in 2024, according to Bureau of Labor Statistics occupational wage data, a wage paid strictly on a time basis with no built-in link to lead quality or volume produced at all. Pay someone by the hour and you have bought their time. You have not bought a qualified lead, and nothing in an hourly structure guarantees you will get one.
What Happens When You Pay for the Result Instead
This is not a new idea we are testing on your dime. The most cited academic evidence on switching from hourly to output-based pay comes from a landmark study of roughly 3,000 workers at Safelite Glass Corporation, moving them from hourly wages to piece-rate, output-based pay produced a 44 percent increase in output per worker. We will say plainly that the underlying study is auto-glass installation, not cold calling, and we are citing it as the seminal evidence on how pay structure itself changes output, not as a calling-industry-specific number. What makes the finding worth building a model around is where that 44 percent actually came from: roughly half was existing workers producing more once they were paid for output instead of time, and the other half came from the company attracting and keeping more capable people once the pay structure rewarded results. Outcome-based pay does not just change effort. It changes who stays in the seat.
The Part of the Risk We Absorb Instead of You
Calling roles turn over constantly, and turnover is expensive in ways that rarely show up on an hourly invoice. SHRM Foundation’s research estimates the fully loaded cost of replacing an employee at roughly 90 to 200 percent of that employee’s annual salary, and Gallup separately puts the same figure at half to two times salary, calling it a conservative estimate, its standing figure on the topic since 2019, alongside a $1 trillion aggregate annual cost to US businesses from voluntary turnover. The Bridge Group’s own SDR data shows why calling roles specifically are exposed to this: 40 percent median annual attrition, with new hires taking an average of 3.0 months to ramp to full productivity, the fastest ramp time recorded since 2010, and still nearly a quarter of a year of full pay before a new hire is even fully producing. When you pay for VA hours directly, that entire cycle, hiring, ramping, losing the hire, hiring again, is your cost and your risk, whether or not it shows up as a separate line item. When you pay for qualified leads, absorbing that cycle is our job, not yours.
Why We Built It This Way
We are not selling qualified leads instead of VA hours because it sounds better in a sales conversation. We are selling it because the industry data on outcome-based pricing, SDR compensation structure, incentive-pay research, and turnover economics all point the same direction: when the person doing the work gets paid for the same outcome the client actually wants, both sides are pulling in the same direction instead of negotiating around a timesheet. You can see exactly how the qualification and booking process works, what counts as a qualified lead, and what happens before an appointment ever reaches your calendar, on our how it works page. That is where we lay out the mechanics behind everything argued here.
Sources
The external data in this article draws on the sources below. Figures described in the text as estimates or industry triangulations are directional and are not attributed to a single dataset.
- Everest Group, "Outcome-based metrics: the new value currency in BPO"
- Everest Group, "Outcome based pricing"
- The Bridge Group, "2025 SDR Models, Metrics & Compensation Research Report"
- US Bureau of Labor Statistics, Occupational Employment and Wage Statistics (Telemarketers)
- US News Careers, "Telemarketer Salary in 2026" (citing BLS)
- Edward P. Lazear, "Performance Pay and Productivity," American Economic Review
- SHRM Foundation, "Retaining Talent: A Guide to Analyzing and Managing Employee Turnover"
- Waterfall Planning, "The Real Cost of Employee Turnover" (citing SHRM Foundation)
- Gallup, "This Fixable Problem Costs U.S. Businesses $1 Trillion" (2019)