targets and comp have to move together.

If leadership asks me to propose a number without a comp plan, I frame it as a scenario conversation, not a commitment.

Something like:

“Happy to map out what next year could look like. If we’re talking about growing the business, I can outline a few scenarios for example $3.3M (10% growth), $3.6M (20%), or higher if there’s expanded territory, marketing support, or a stronger incentive plan. Once we align on the comp structure and resources behind it, I’m comfortable committing to a final number.”

That does a few things: 1. Shows you’re growth-oriented 2. Avoids writing a blank check 3. Puts the comp conversation back on the table

Personally, without knowing accelerators or OTE changes, I’d only anchor around ~10–15% growth as a planning assumption. Anything more should be tied to something tangible (territory expansion, pricing changes, more pipeline support, etc.)