Compensation trends for Sales Managers, SDR Managers and other go-to-market (GTM) leadership roles presents a complex picture for tech in 2025. These nuances reflect the unprecedented direction of the industry currently, with early stage startups and publicly-traded enterprises alike balancing uncertainty with rapidly growing opportunity. Sales leaders are at the center of this nexus, continuously being asked to do more while earnings either increase much more slowly than in previous years or remain relatively flat.
The latest Betts Compensation Guide reveals how these shifts are impacting pay rates for GTM jobs in the technology sector and how companies are adjusting to source their unicorn talent. This blog examines the specific compensation trends affecting Sales and SDR Managers in 2025, exploring both the stability in base salaries and the profound changes in role expectations:
Sales Manager Compensation in 2024 vs 2025
The most significant change is the complete standardization of compensation across geographic regions. In 2024, there were still meaningful variations between tech hubs like New York and San Francisco versus other markets. Our 2025 data shows identical ranges across all time zones, suggesting that remote work policies and distributed teams have finally eliminated geographic pay premiums for sales leadership roles.
Additionally, the compression between entry-level and experienced manager compensation has narrowed. SDR Managers with 0-2 years of experience now earn 70-74% of what their more experienced counterparts make, compared to a wider gap in previous years. This compression likely reflects the scarcity of qualified candidates willing to take on these challenging roles, forcing companies to offer more competitive starting salaries to attract talent.
Sales and SDR Manager Compensation Data for 2025
SDR Managers with 0-2 years of experience typically earn between $100,000 – $140,000 in base salary across all regions, with on-target earnings (OTE) ranging from $140,000 – $200,000. More experienced SDR Managers (3-5 years) command higher base salaries of $135,000 – $190,000 with OTE reaching $170,000 – $230,000.
Sales Managers demonstrate significantly higher earning potential, with entry-level managers (0-2 years) earning $120,000 – $160,000 in base salary and total OTE ranging from $240,000 – $300,000. Experienced Sales Managers (3-5 years) see base salaries of $140,000 – $200,000 with potential earnings extending to $270,000 – $380,000.
The table below presents the detailed compensation ranges across different time zones:
| Position | NY/SF | Pacific | Mountain | Central | Eastern | Remote |
| SDR Manager (0-2 years) | 100-140 | 140-200 | 100-140 | 140-200 | 100-140 | 140-200 | 100k-140 | 140-200 | 100-140 | 140k-200 | 100-140 | 140-200 |
| SDR Manager (3-5 years) | 135-190 | 170-230 | 135-190 | 170-230 | 135-190 | 170-230 | 135-190 | 170-230 | 135k-190 | 170-230 | 135-190 | 170-230 |
| Sales Manager (0-2 years) | 120-160 | 240-300 | 120-160 | 240-300 | 120-160 | 240-300 | 120-160 | 240-300 | 120-160 | 240k-300 | 120-160 | 240-300 |
| Sales Manager (3-5 years) | 140-200 | 270-380 | 140-200 | 270-380 | 140-200 | 270-380 | 140-200 | 270-380 | 140-200 | 270-380 | 140-200 | 270-380 |
All compensation figures in thousands USD, with Base | OTE provided
Resource Constraints for GTM teams
A persistent theme we have seen impacting GTM leadership roles in recent years is the expectation to deliver more with less, which often translates to less resources, less headcount or both. This inverted scale creates a major challenge for Sales Managers that need to continuously ensure successful sales for their teams while being unable to expand, leading to many taking on those duties themselves.
The unpredictableness of the economy in the post-COVID era has made many tech companies more selective about their investments, leading to reduced budgets. This can also impact training resources, technology investments and professional development opportunities.
This constraint can also affect career development, with less time devoted to strategy and planning while team leaders see their time eaten up by overseeing sales directly. Many managers have been forced to uncover new ways to maintain efficiency and improve performance while growing in their roles, often through leveraging AI and other automations to make up for team shortfalls.
The Growing Burden of Sales Leadership
The specific responsibilities of many GTM leaders have expanded with the expectations of doing more, with Sales and SDR Managers having to take on duties that would normally be left to newer team members. Among the many hats that go-to-market managers have to wear now, getting directly involved in overseeing sales activities and nurturing deals is often one of the most challenging on its own.
Sales Managers are increasingly required to step directly into deals, meeting directly with prospects and managing negotiations that would traditionally be handled by their Account Executives. They are simultaneously expected to maintain strategic oversight while diving into tactical execution – from pipeline management and CRM administration to stepping in for product demos. The lines between strategic planning and tactical execution have blurred, creating a demanding environment where success requires exceptional organizational skills and the ability to context-switch rapidly throughout the day.
The Transformation of SDR Management
The role of SDR Manager faces unique pressures in 2025 as the traditional functions of SDRs continue to evolve. With many organizations scaling back their SDR programs or incorporating AI-powered lead generation tools, SDR Managers must reimagine their teams’ value proposition.
This shift requires SDR Managers to become technology orchestrators as well as traditional team leaders for junior sales reps. They must evaluate and implement AI tools for initial outreach while ensuring their teams focus on high-value activities that require human judgment and relationship building. The most successful SDR Managers are those who can identify which tasks to automate and which still need that manual human touch, creating hybrid workflows that maximize effectiveness.
Addressing Leadership Isolation Through Organizational Support
Sales executives are finding themselves without a strong outlet for support, which can exacerbate feelings of being isolated in their roles. This isolation also trickles down to frontline sales leadership, who often feel caught between executive pressure and team needs.
Organizations recognizing this challenge are beginning to invest in support systems specifically for sales leadership. We have seen several companies address this by creating peer mentorship programs, providing access to external coaching resources and ensuring that sales leadership development receives attention beyond traditional sales training. Betts is currently partnering with Whitney & Associates to provide coaching and other services for sales leaders.
Stay Ahead with Real-Time Compensation Intelligence
Navigate the complexities of sales leadership compensation with confidence using Comp Engine, our own real-time salary intelligence platform. Access live market data from actual placements to ensure your offers align with current market conditions while accounting for the unique challenges facing today’s sales leaders.
Access Comp Engine here to leverage real-time compensation data and discover how to attract the sales leadership talent your company needs to grow in 2025.