Glady x Qobra: Automation and transparency for sales performance

At Glady, variable compensation is a key driver of sales team performance. Commissions represent a significant portion of the compensation for SDRs, Account Executives, and Customer Success Managers.

In this context, objectives must be clear, structured, accessible, and continuously measurable. Commissions should not only reward performance: they should stimulate it on a daily basis.

Before Qobra, Glady managed its commissions via Google Sheets. This approach created operational friction and limited the motivational impact of variable compensation.

This case study shows how Glady transformed automation and transparency into real levers for performance and retention.

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Context: a business model where motivation is key

Structured variable compensation for sales teams

At Glady, commissions apply to several strategic sales functions: SDR, AE, and CSM. In a growing organization, variable compensation management must enable:

• Clear tracking of objectives
• Immediate understanding of compensation mechanisms
• Real-time visibility on achievement
• Smooth coordination between Sales, managers, Finance, and Sales Ops

Before Qobra, management relied mainly on Google Sheets that were more or less automated.

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Challenges encountered before Qobra

Significant time wasted at each closing

At the end of each quarter, calculating variables took up a lot of the teams' time.

The process involved:

• Using Google Sheets
• Manual checks
• Back-and-forth between Sales, managers, Finance, and Sales Ops
• Regular adjustments

Even with some automation, the system remained time-consuming and not very scalable.

This operational burden reduced the time available for more strategically valuable tasks.

A lack of real-time visibility for salespeople

Salespeople did not have a consolidated and up-to-date view of their variable compensation.

As a result:

• Everyone created their own tracking file
• “In-house” calculations multiplied
• Attention was diverted from the business focus

Without real-time visibility, variable compensation loses some of its incentive power. To sustainably motivate SDR teams in particular, objectives must be defined, accessible, and transparent.

A key issue of motivation and alignment

For managers, the ability to make objectives concrete is essential.

When employees don't know exactly:

• Where they stand
• Whether they are ahead or behind
• What the immediate impact on their compensation is

Motivation relies mainly on weekly or monthly points.

In a demanding sales environment, this timeframe is no longer sufficient.

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The deployment of Qobra: automate, simplify, and empower

Automating commission calculations

The first benefit identified by Glady is the automation of variable calculations.

With Qobra:

• Commissions are calculated automatically
• Data from the CRM is fed directly into the platform
• Reporting becomes a structuring lever

The quality of CRM reporting becomes a central element: to see their commission curve progress towards 100%, salespeople must maintain reliable data.

The tool thus creates a virtuous circle between performance, reporting, and compensation.

Simplified coordination between teams

Qobra centralizes exchanges through an integrated commenting system.

The benefits are numerous:

• Fewer emails
• Less scattered back-and-forth communication
• Contextualized discussions
• Time savings at the end of the period

Coordination between Sales, managers, Finance, and Sales Ops becomes more fluid, especially when bonuses are finalized.

Ergonomics that promote adoption

The tool is perceived as ergonomic and easy to use.

Salespeople can:

• Easily access their data
• View their progress
• Understand the impact of their actions

An intuitive interface promotes adoption and regular consultation.

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Visibility as a lever for motivation and retention

Making performance concrete and measurable

With Qobra, teams have daily visibility on their indicators.

Sales reps can:

• Track their progress in real time
• Identify whether they are ahead or behind
• Immediately view the impact on their variable

Compensation becomes tangible. It is no longer broken down only during monthly or quarterly reviews.

This autonomy reinforces accountability and commitment.

A real performance booster

For salespeople, visibility acts as an accelerator.

Seeing their curve progress and approach 100% creates a dynamic of emulation and surpassing.

Commission is no longer limited to a result at the end of the period. It becomes a dynamic indicator, consulted on a daily basis, which pushes people to go further.

A key role in retaining talent

At Glady, Qobra is used as soon as new SDRs arrive.

The process is structured:

• Presentation of the job and performance indicators
• Signing of a letter of objectives
• Immediate access to monitoring in Qobra

Employees can track their indicators from their very first weeks.

This transparency helps to:

• Clarify expectations
• Structure skills development
• Strengthen confidence in the compensation system

Variable compensation becomes a structuring element of the employee experience.

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Strategic benefits for Glady

Save operational time

Automation significantly reduces the time spent on calculations and adjustments.

Enhancing transparency

Objectives and results are accessible and understandable to all.

Boosting daily motivation

Real-time visibility transforms commissions into a driver of emulation.

Structuring the employee experience

From the moment of onboarding, variable compensation becomes an educational and motivational tool.

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Conclusion: making transparency a driver of performance

The Glady case shows that managing commissions via spreadsheets quickly reaches its limits:

• Time-consuming process
• Complex coordination
• Lack of visibility
• Risk of loss of motivation

With Qobra, Glady has automated calculations, centralized exchanges, and given teams complete visibility into their performance.

Variable compensation is no longer a simple quarterly calculation.

It becomes a strategic tool for alignment, accountability, and retention.

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Qobra in a few figures

• More than 250 client companies (Doctolib, Payfit, Spendesk, Go1, Make, CoachHub, SeLoger, Figaro, Agicap, etc.)
• More than 20,000 users (Finance, Revenue Operations, Sales Operations, HR, Sales, etc.)
• International presence: France, United States, United Kingdom, Canada, Spain, Germany, Italy, Netherlands, Belgium, Switzerland, and Czech Republic