What to expect from an outsourced SDR in the first ninety days.

In the first ninety days an outsourced SDR should go live in around three weeks and be booking qualified meetings inside the first month, build to a steady rate in the second, and be booking more consistently in the third, with the messaging and the list rewritten at least twice from what the market said. If the third month looks like the first, something is wrong.

Days 1 to 30: live, and the first meetings booked

The first three weeks are the build: the brief, the board of target accounts, the messaging, a mailbox on your domain warmed so email lands, and the qualification criteria written down. Three weeks to the first dial sets out each week. The rep is on the phone by week three, and the first qualified meetings are booked before the month is out.

• Good looks like: qualified meetings in your diary within the month, with the right titles at the right companies, and a weekly read-out of what the market is saying.
• Warning sign: a first month that ends with activity numbers and no meetings, or a board you have never been shown.
• Your part: an hour on the brief, an hour on the messaging, and a decision on whose diary the meetings go into.

Days 31 to 60: building the rate

The rep knows the job already; what they are learning is your market. Month two is when the opener that works has been found, the objections have names, and meetings arrive more often, each with a handover note.

• Good looks like: qualified meetings that your closer would have wanted anyway, each with who, why this company, what they said and what they agreed to. The sequence on its second or third version.
• Warning sign: meetings with people who cannot buy, or a count of meetings booked with no word on how many were held.
• Your part: a verdict on every meeting the same week - qualified or not, and why. It is the cheapest improvement in the whole engagement. The handover covers it.

Days 61 to 90: steady

By the third month the numbers should be settling into a rate you can plan against: conversations a week, meetings a month, and the share of meetings that turn into opportunities. The board is re-sorted by what has answered, and the weakest segment is dropped rather than worked harder.

• Good looks like: a steady rate of held meetings, and at least one opportunity in your pipeline you can trace back to a named call.
• Warning sign: the same message and the same list as day one, or a provider who cannot say which segment is working.
• Your part: the pipeline review. Tell the provider which meetings became opportunities; it changes who gets called next.

What the rate looks like once it settles

It depends on the market, the deal and what counts as qualified, which is why a provider who promises a number before seeing your market is guessing. For reference, from our own case studies: GP Triage averages fifteen qualified decision-maker meetings a month into NHS primary care; 3media ran at three meetings a week with estate agents; 87 per cent of the meetings booked for LGN.AI were attended. The Bridge Group’s research puts the median in-house quota at ten held meetings a month. SDR metrics covers what to ask for each week.

Why ninety days, not thirty

The first month proves the market will take meetings; it does not yet show the rate. Part of month one is the build, and most of what the second month learns is only used in the third. It is also why minimum terms exist - outsourced SDR pricing covers those - and why the honest question for any provider is what they will have changed by day sixty, as well as when the first meeting will land.

Sources: Case study figures from the GP Triage, 3media and LGN.AI case studies; quota from The Bridge Group, 2025 SDR Models and Metrics report.