UK Sales Cross-Sector Analysis 2026 | 9 Sectors Compared

The nine sector chapters of the 2026 UK Sales Salary Guide each answer a vertical question: what does a sales hire cost in this industry? This chapter answers the horizontal ones — where the same job pays most, which sectors load reward into base versus variable, where the company car has been replaced by EV salary sacrifice, and what the Iran / Gulf conflict is actually doing to hiring, sector by sector. It is built entirely on the 315 benchmarked salary cells in the sector chapters — no new salary research — and uses the London & South East mid-base figure as the common comparison point because it is the one cell every sector populated at High confidence. Compiled May 2026 against KPMG/REC UK Report on Jobs, EY ITEM Club Regional Outlook, ONS earnings data, CIPD/IRN pay-award forecasts and the master data file underpinning the nine sector chapters.

How to read this chapter

The job of this chapter is synthesis: putting nine sectors side by side so a hiring manager can see not just what their own market does, but what it does relative to everyone else competing for the same commercial talent. The nine sectors were researched to a common template, but they are not identical animals. Technology & SaaS is a national-but-London-weighted market. Construction, Engineering and Logistics are field-territory markets where the postholder's home address barely moves the salary. FMCG sits in between. B2B is the awkward case — not one market at all but a spectrum, with a London-weighted professional-services band at one end and a near-flat, dispersed transactional band at the other — so its single row in the tables below should always be read with the B2B chapter open alongside it. The cross-sector tables use the London & SE mid-base as the common comparison point; the Regional Pay Variance chapter explains why that single number understates how different these sectors feel on the ground.

The 2026 macro backdrop in one page

Every sector chapter in this guide was researched against the same macro weather. Stating it plainly explains why the hiring commentary across all nine chapters rhymes.

The UK labour market entered 2026 cooler than it left 2024 and has stayed cool. Vacancies have fallen for thirty consecutive months. The KPMG and REC UK Report on Jobs recorded permanent placements falling in April 2026 at the quickest pace since January, and named the conflict in Iran and rising business costs as the proximate causes. The same survey has, all year, told a story of stabilisation interrupted — the long 2025 decline had been flattening out, hiring was edging towards turning positive in February and March, and then the Gulf conflict reintroduced the uncertainty that makes employers defer rather than commit.

Three structural features of this market shape every chapter:

• The market is candidate-rich. Redundancies and reduced job flow have pushed candidate availability up all year — the most candidate-rich environment since 2020. But candidate-rich is not candidate-easy: a deeper pool means more applications to screen for genuine fit, not a quicker hire, and the right candidate still has to be closed before a counter-offer.
• Permanent is being substituted by temporary. Every Report on Jobs since late 2025 has shown the same thing: employers who want to push ahead with business development are increasingly doing it through interim and contract staff rather than permanent heads, because a contractor is not a long-term cost commitment under a higher employer-NI regime. This is not uniform — it is the single most important sector-variable in the hiring-market analysis below.
• The pay award has settled near 3%. The 2026 private-sector pay award landed between 2.96% (CIPD/IRN) and 3.6% (HRZone), with the central Brightmine/IDR figure at 3.0%. The critical cross-sector point: retention pay rises in competitive sales functions are running well above this. Every sector chapter documented sales-specific retention increases of 4–8%. The 3% headline is the all-economy number; it is not what it costs to keep a good BDM who has a counter-offer in hand.

Sitting underneath all of this are the four cost pressures introduced in the executive summary — employer NI changes, the National Living Wage rise, the Employment Rights Act 2025 rollout, and the April 2029 salary-sacrifice pension cap. The first three are biting now. The fourth is a 2029 problem but a 2026 conversation.

Cross-sector salary comparison — the same role, nine sectors

The five tables below place all nine sectors side by side, one seniority level at a time. Every figure is the London & South East mid-point base salary drawn from the relevant sector chapter. OTE figures are the London & SE mid-point on-target earnings. The final column gives the implied OTE multiplier (mid OTE ÷ mid base) — the single most revealing cross-sector number, because it shows how much of the package is guaranteed versus at risk.

Level 1 — Entry / SDR

The Entry-level read. The spread is narrow — £30K to £40K mid base across the single-shape sectors — because entry sales sits closest to the National Living Wage floor and the NLW compresses everything above it. Tech & SaaS pays the highest entry base of those and the highest entry multiplier, because the SaaS SDR is a deliberately invested-in pipeline-generation role. Energy is the quiet outlier the other way: the lowest mid base but the widest multiplier outside Tech, because C&I solar and BESS commission structures reach down even to junior roles. B2B does not behave like any single-shape sector — its £24K–£48K base band is the widest in the guide, spanning a transactional outbound desk at the low end (~1.45×), a consultative appointment-setting desk in the middle (~1.35×), and a salaried Big 4 / law-firm BD Executive at the high end (1.05–1.10×). *FMCG and Healthcare entry rows in their sector chapters report base bands without a separate at-target OTE column at this level. ‡B2B is a cross-band central tendency, not a single package.

Level 2 — Mid IC (Account Executive / BDM / NAM / Territory Manager)

The Mid-IC read. Tech & SaaS sits in a category of one: £68K mid base and a 1.91× multiplier that means a London SaaS Account Executive's variable pay roughly equals their salary. The single-shape sectors then cluster between £48K and £56K base with multipliers between 1.24× and 1.42×, and the structural divide is clear: the more transactional and shorter-cycle the sale, the higher the multiplier. Energy (project-margin commission), Logistics (freight-rate-driven BDM commission) and FMCG / Construction / Healthcare (structured target bonuses plus uncapped overlays) all sit in the 1.29×–1.42× band. B2B is the level's true outlier: three packages live in this cell — a transactional BDM at £28–35K base on uncapped commission (~1.6×), a consultative-compliance BDM on the Croner / Peninsula model at ~£32–40K with a guaranteed Year-1 floor (~1.9×), and a long-cycle professional-services BDM at £50–80K base on a discretionary bonus only (~1.15×). The £30K–£80K base band and 1.15×–1.9× multiplier range are the widest of any single cell in the guide. ‡See the B2B chapter for the band-by-band detail.

Level 3 — Senior IC (Senior BDM / KAM / Enterprise AE / SNAM)

The Senior-IC read. Three things stand out. First, Tech & SaaS sits clear at the top of the single-shape sectors — a £100K base and a 1.90× multiplier, so a London Enterprise AE earns variable pay roughly equal to base. Second, the six traditional field sectors compress into a remarkably tight £62K–£72K base band — at Senior IC the field-sales sectors look more alike than they do at any other level. Third, this is the level where the regional cluster effects bite hard: Energy shows London / North of England / Scotland at parity (offshore-wind talent mobility), and Healthcare shows East of England at London parity (Cambridge biotech). B2B again resists a single read: transactional senior IC at £38–48K base (~1.6×), senior consultative-compliance BDM at £42–52K (~1.8×), and professional-services Senior BDM at £80–120K base in London (~1.18–1.21×).

Level 4 — Management (Sales Manager / Regional Sales Manager / Head of)

The Management read. Among the single-shape sectors the Management level compresses: eight cluster between £75K and £100K mid base, with Tech at the top of that group at £100K. The recurring Tech footnote matters here for retention: a first-line SaaS Sales Manager (£100K base, £150K OTE) can be out-earned by a top-quartile Enterprise AE on their own team, which is why so many of the best SaaS ICs decline the management ladder until VP level. B2B is the sector that does not compress — its £48K–£170K span holds a transactional team leader at £45–60K (~1.4×), a consultative-compliance regional sales manager at £55–65K (~1.4×) and a professional-services Head of BD at £110–170K in London with 25–40% discretionary bonus and LTIPs at listed groups. Only B2B's professional-services band sits above the field-sector cluster; the transactional and consultative tiers sit well below it.

Level 5 — Senior Leadership (Sales Director / Commercial Director / VP / CRO)

The Senior-Leadership read. B2B has the widest absolute spread of any cell in the guide here — a £75K–£290K base band — with the £160K mid-point a genuine cross-band central tendency, not a typical package. The professional-services SL base (firm-wide BD Director at Magic Circle / Big 4 / Accenture, £170–290K with up to £400K LTIP-inclusive total comp) is the second-highest in the guide outside Tech, but the cell mid is pulled down by lower transactional and consultative tiers. Healthcare sits alongside at £160K, lifted by listed-pharma LTIPs; Tech at £140K. Everything else compresses into a £120K–£140K mid-base band. The cross-sector lesson on Senior Leadership reward: cash base converges at the top while total compensation diverges — the differentiator is the LTIP / equity overlay, which is material in Tech, the professional-services band of B2B, Healthcare and Energy, and largely absent (or replaced by a higher cash bonus) in Construction, Industrial and Logistics. †FMCG and Healthcare SL OTE shown as multiplier band — LTIP-inclusive total compensation makes a single mid OTE figure misleading at this level.

The 9×5 cross-sector heatmap — same role, every sector

Pulling all five tables into a single picture: the heatmap below plots the London & SE mid-base salary across all nine sectors and all five seniority levels, so a hiring manager can see at one glance where their own market sits relative to the eight others competing for the same commercial talent.

9x5 cross-sector base salary heatmap, London & SE mid-point 2026

Sector	Entry / SDR	Mid IC	Senior IC	Management	Senior Leadership
Technology & SaaS	£38K	£68K	£100K	£100K	£140K
B2B / Cross-Sector & Professional Services	£31K	£48K	£66K	£95K	£160K
Healthcare / Aesthetics / MedTech	£35K	£55K	£72K	£92K	£160K
Engineering	£35K	£56K	£70K	£85K	£135K
FMCG	£35K	£52K	£68K	£88K	£135K
Construction	£33K	£52K	£62K	£75K	£140K
Logistics & Supply Chain	£30K	£52K	£68K	£75K	£130K
Industrial & Manufacturing	£32K	£50K	£64K	£80K	£120K
Energy & Renewables	£30K	£48K	£68K	£85K	£140K

If a hiring manager reads only one paragraph of this section, it is this. Technology & SaaS pays the most at every individual-contributor level and loads roughly half the package into variable pay. The six traditional field-sales sectors — Construction, Engineering, Industrial, Energy, Logistics and FMCG — cluster tightly together at every level, separated by single-digit-thousand-pound differences, with Healthcare / Aesthetics / MedTech sitting just above that cluster. And B2B is not one row at all — it is a sales motion spanning three bands, with a base range so wide at every level (£24K–£48K at Entry, £30K–£80K at Mid IC, £75K–£290K at Senior Leadership) that its single mid-point describes no real package. Among the single-shape sectors the gap between cheapest and most expensive widens with seniority, because that is where sector pay-philosophy — equity, LTIPs, professional-services pay ceilings — does its work.

Bonus, commission and the four reward shapes

The OTE multipliers above are the symptom; the four reward shapes below are the cause. Two sectors with the same 1.30× multiplier can have completely different reward structures, and a candidate moving between shapes will scrutinise the difference closely. Pooling the bonus and commission commentary from all nine sector chapters, UK sales reward in 2026 takes one of four shapes — with the standing caveat that B2B is not a single shape but spans three of the four, band by band.

The most important structural point this section makes is that B2B is the one sector that demonstrates the whole framework by itself. A single chapter contains a Shape-A transactional band, a Shape-A-plus consultative-compliance band running the most aggressive IC multiplier outside Tech, and a Shape-C professional-services band running the most base-led structure in the guide. Any cross-sector statement that places B2B at one shape is describing one band and mislabelling it as the sector.

The quota-attainment reality check. One cross-cutting warning the sector chapters raised repeatedly: OTE is a target, not an expectation. RepVue's UK data shows only about 66% of SDRs and 54.8% of Account Managers actually hit quota. A comp plan that assumes 100% attainment overstates the effective earnings of the average hire. This is well-evidenced in Tech (RepVue has genuine UK sample depth there) and necessarily inferred in the other eight sectors, where no RepVue-equivalent dataset exists — those chapters all estimated cell-level attainment from published market commentary and live-advert evidence and flagged that openly. The honest cross-sector position: the multipliers in this guide are at-target figures, and a hiring manager should mentally discount them when modelling what a median (not top) performer will actually earn.

Car, allowance and the EV salary-sacrifice picture

No element of sales reward has changed shape faster since 2022 than the company car, and the nine sector chapters together tell a clean story about why. The mechanism is the benefit-in-kind differential confirmed in the November 2025 Autumn Budget: a pure EV is taxed at 4% BIK in 2026/27, rising on a known schedule to a 9% cap by 2029/30, while a typical petrol or diesel car is taxed at 26–37%. An EV therefore costs the driver roughly five to nine times less in benefit-in-kind tax than an equivalent combustion car. That single fact has accelerated the conversion of existing fleets to EV at renewal, and — more importantly — made EV salary sacrifice the default new benefit across every sector.

The nine sectors fall into three groups:

• Group 1 — company car / allowance near-universal at Mid IC and above. Construction, Engineering, Industrial & Manufacturing, Logistics, FMCG and Healthcare / Aesthetics / MedTech. These are field-territory sectors: the role visits merchants, sites, depots, retailers or hospitals, and a vehicle is a tool of the trade rather than a perk. Allowance bands run from roughly £4,500–£7,000 at Mid IC up to £7,000–£13,500 at Senior Leadership, with Healthcare / MedTech at the top of that range (£8,000–£13,500 SL) reflecting hospital-facing commercial leadership.
• Group 2 — car / allowance rare; the role is office-and-rail. Technology & SaaS, and the professional-services band of B2B. A SaaS Account Executive or a Big 4 BD lead travels to clients by train into city centres, works hybrid, and has no territory in the field-sales sense. Cars are uncommon; where transport support exists it is an allowance folded into base. In both, EV salary sacrifice is the default vehicle benefit — offered to everyone as a tax-efficient scheme rather than provided as a role-specific company car.
• Group 3 — the internal split. B2B is the clearest example: across its three bands the car question splits several ways. Waste and recycling new-business roles carry a company car (the work tours commercial sites) while energy, telecoms and merchant-services desks carry none. The consultative-compliance band carries a company car or ~£5,000 allowance as standard on the Croner / Peninsula field-BDM package. The professional-services band behaves like Group 2 — office-and-rail — except for the FM-commercial sub-segment, where cars and allowances of £5,000–£10,000 are normal because major-contract pursuit means UK-wide site visits. Energy & Renewables similarly straddles: project and C&I commercial roles that visit sites carry vehicles; energy-consultancy and TPI-brokerage desk roles do not.

The lesson for hiring managers is that the car question is decided by the sales motion, not the sector label — ask whether the role visits a physical territory. Across all nine chapters the same trajectory appears: EV is displacing diesel in the Group 1 fleets at renewal, and EV salary sacrifice is becoming a universal offer even in the Group 1 sectors that already provide cars. The April 2029 pension salary-sacrifice cap does not touch EV salary sacrifice — that scheme remains uncapped — which is why reward teams across every sector are comfortable building EV salary sacrifice into 2026 offers. The company car has not died; it has gone electric, and it has been joined by a salary-sacrifice sibling that every sector now offers.

The regional pay map — in brief

Regional pay variance is large enough, and useful enough to a hiring manager, to have its own chapter — Regional Pay Variance analyses all 315 salary cells region by region and is the authoritative treatment. This section states the cross-cutting headline and points to that chapter for the working detail.

The headline is a single finding. There is no one correct regional multiplier for "UK sales" — the right adjustment depends on the sales motion, not the postcode. The regional pay spread (the highest-paying region over the lowest, same role) runs from roughly 1.31–1.35× in the office-anchored sectors down to roughly 1.13–1.17× in the national-territory field sectors. An office-based or city-centre role — a SaaS Account Executive, a professional-services BD lead, an inside-sales role — carries a steep, real London premium. A field-territory role with national or regional customers — a building-products ASM, a freight BDM, a MedTech Territory Manager — barely moves with the postholder's home address, because the role is paid for the territory covered. And three sectors carry named clusters where a "discount" region quietly pays London money: Logistics' Golden Triangle, Energy's offshore-wind hubs, and Healthcare's Cambridge cluster.

Two clarifications matter for how B2B sits in this picture. First, B2B is not uniformly "the most London-centric sector". The sharp London premium belongs to the professional-services band, where the Magic Circle, Big 4, Accenture and the major agencies cluster in London. B2B's transactional band has a near-flat regional map; its consultative-compliance band is only shallowly London-weighted. Second, the regional gradient differs by band, not by sector header — see the B2B chapter for the band-by-band regional read, and the Regional Pay Variance chapter for the cross-sector measured result.

The 2026 hiring market — cross-sector synthesis

Each sector chapter carried its own hiring-market commentary. Pooled, they produce a clear cross-sector picture and a clear ranking of which sectors are easiest and hardest to recruit into in 2026.

Permanent demand: one sector is growing, eight are not

The KPMG/REC Report on Jobs monitors ten job categories. Through the first months of 2026 the picture narrowed sharply. In March 2026, Engineering and Construction were the only two categories with growing permanent demand. By April 2026, Engineering stood alone — Construction had dropped out. Every other monitored category, which between them cover the remaining seven sectors of this guide, recorded falling permanent demand.

That makes Engineering the genuine outlier of the 2026 hiring market, and the single most important fact in the Engineering chapter. A hiring manager recruiting Engineering sales talent in 2026 is competing in the only growing permanent market in the UK economy — counter-offers are more aggressive, time-to-hire is longer, and the candidate-rich conditions that define every other sector apply least here.

The temp / permanent substitution — and where it cuts differently

The all-economy story of 2026 is employers substituting temporary and contract staff for permanent heads, to avoid long-term cost commitments. But the sector chapters show this is not uniform:

• Healthcare / Aesthetics / MedTech is the most temp-resilient sector. The Report on Jobs recorded Nursing/Medical/Care as one of only two categories with rising temporary demand in April 2026. Healthcare commercial hiring — interim Territory Managers, contract clinical-commercial roles — is holding up better than any other sector on the temp side.
• FMCG faces the sharpest permanent caution. Retail and Hotel & Catering recorded the steepest falls in permanent vacancies, and Retail recorded the steepest drop in temp opportunities too. That weakness reads directly across to FMCG field-sales hiring, where the chapter documented head-count growth being deferred rather than cut.
• The remaining sectors sit in between — modest permanent decline, slowing rate of contraction, and a general drift toward interim hiring for business-development roles that firms want to staff without a permanent commitment.

Counter-offers, retention and time-to-hire

A consistent cross-sector finding: in a candidate-rich market, the counter-offer has become the single biggest threat to a completed hire. The sector chapters documented counter-offer rates clustering at 55–70% at Senior IC level — highest in Healthcare / Aesthetics / MedTech (55–70%) and the professional-services band of B2B (60–70% at Senior BDM in Big 4 / Magic Circle firms), with accepted counter-offers running around 35–45%. The mechanism is the same everywhere: the incumbent employer, facing an expensive and slow replacement search, would rather pay to keep.

This is why retention pay rises across every sector are running above the 3% all-economy award — the chapters documented 4–8% sales-specific retention increases, with the top of that range in Magic Circle BD and aesthetics private-pay chains. And it is why time-to-hire lengthens with seniority and sector specialism: Senior Leadership searches run 16–30 weeks across the sectors, longest in the professional-services band of B2B (multi-partner interview processes) and Healthcare (regulated, specialist roles). The cross-sector advice the chapters converge on: move fast, keep the process tight, and budget for a counter-offer — because in 2026 the candidate almost certainly has, or will get, one.

New-hire premium for switchers

The other side of the counter-offer coin: candidates who do move are commanding a premium to do so. The sector chapters documented new-hire premiums of roughly 8–15% for switchers at Senior IC and management level, with the upper end in the highest-paying sectors (Magic Circle / Big 4 BD, enterprise SaaS). A hiring manager benchmarking an external hire against their existing team's pay should expect to pay this premium — and should plan for the internal-equity conversation it creates.

The Iran / Gulf macro impact — the eight-way sector triangulation

The conflict in Iran is the dominant macro event of the 2026 UK hiring market. The KPMG/REC Report on Jobs named it explicitly as a cause of April's faster fall in permanent placements. The EY ITEM Club's May 2026 regional outlook forecast UK employment to fall 0.4% across 2026 — about 163,000 net job losses — attributing the shock to higher energy prices, shipping disruption and rising materials costs feeding through from the Gulf.

The sector chapters did not treat this as a single uniform headwind. They triangulated it eight ways (across the nine sectors, with Engineering and Industrial sharing a chapter), and the result is one of the more genuinely differentiated pieces of analysis in the guide.

The pattern is coherent once you see it. The conflict helps the sectors that sell resilience and hurts the sectors that move physical goods through the affected sea lanes. Engineering and Energy benefit because energy security and defence resilience are exactly what governments and corporates spend on during a Gulf crisis. Logistics is hit hardest because its cost base is the affected shipping lanes. Construction, Industrial and FMCG manufacturing sit in the middle of the negative band because they buy materials whose prices the conflict has lifted. And the knowledge-economy work is relatively insulated, because advice and injectables do not travel through the Strait of Hormuz — that covers Healthcare's aesthetics sub-segment and the professional-services band of B2B, where consulting and legal are actively counter-cyclical.

The EY ITEM Club's regional finding sharpens this: the forecast names South Wales and the Humber as the hardest-hit areas (energy-intensive manufacturing exposure) and Cambridge as the only major UK city expected to grow employment in 2026 (a knowledge-based economy shielded from the energy shock). That regional split maps almost exactly onto the sector split above — the places that make and move things are exposed; the places that think and advise are insulated. For a hiring manager, the practical conclusion is that the 2026 macro environment is not equally hard for everyone. A hiring plan in Engineering or Energy is being written into a tailwind. A hiring plan in Logistics is being written into the strongest headwind in the guide. Most sectors sit between those poles — and knowing which way the macro wind is blowing for your sector is the difference between a hiring budget that holds and one that gets deferred mid-year.

Skills, candidates and the counter-offer — the cross-sector candidate picture

The final cross-cutting theme: what the nine chapters say, collectively, about the candidates themselves.

Candidate availability is high — but specialist availability is not. The headline market is candidate-rich, driven by redundancies and reduced job flow. But every sector chapter that examined its candidate pool found the same caveat: availability is abundant at the generalist end and thin at the specialist end. A generalist BDM is easy to find in 2026. An SC/DV-cleared defence-engineering salesperson, a Cambridge-located MSL, an offshore-wind commercial origination lead, a Magic Circle BD director, a capital-equipment surgical-sales specialist — these are not abundant, and the counter-offer rates above reflect exactly that scarcity. The easy-market narrative is true for volume hiring and false for specialist hiring, and most senior sales roles are specialist hiring.

The premium skills are consistent across sectors. Pooling the chapters, the capabilities that command a pay premium in 2026 recur: genuine vertical or technical specialism (the thing that makes a candidate hard to replace); commercial numeracy and margin literacy (joint business planning and revenue-growth-management capability in FMCG, project-margin fluency in Energy, gross-margin selling in Engineering); regulatory awareness where it applies (ABPI / MHRA in Healthcare, aesthetics licensing, ESG advisory in B2B); and a demonstrable track record of quota attainment in a market where, as the multiplier section noted, most people miss quota.

The candidate has the leverage on the way out, the employer has it on the way in. This is the central tension of the 2026 market and it appears in every chapter. On the way in — at offer stage for an external hire — the employer is operating in a buyer's market: lots of candidates, disciplined pay growth, the ability to be selective. On the way out — when a good incumbent resigns — the same employer faces a 55–70% counter-offer reality and a slow, expensive replacement search. The two facts coexist.

Working with Sales Recruit UK across the nine sectors

The screening-and-closing work this chapter describes — and the access to specialist candidates who are not visible on the open job boards — is the work a sales-specialist recruitment partner does full-time. Sales Recruit UK recruits commercial talent across every sector and every seniority level in this guide, across the whole of the UK and Republic of Ireland. We hold live evidence on the off-market cells where public advertising is thinnest, and we run searches across all nine sector pillars. To see how we run a search, read about our process and the SRUK Fit Score. To start a conversation about a 2026 hire — or to benchmark your own package against the figures above — tell us about the role. The Regional Pay Variance chapter takes the regional dimension of this analysis in depth; the Hiring Manager Toolkit turns the cross-cutting findings here into a working process.

About this cross-cutting analysis. This chapter introduced no new salary research. Every figure traces back to the nine sector chapters and the 315 benchmarked salary cells in the master data file. Where a sector chapter flagged a cell as thin, that caveat carries through. Macro context drawn from KPMG/REC UK Report on Jobs (March, April, May 2026 issues), EY ITEM Club Regional Outlook (May 2026) and Summer/Autumn 2025 UK forecasts, ONS Vacancies and Jobs releases (ONS ASHE 2024/2025 earnings baseline; vacancies down ~9.5% YoY; 2.6 candidates per vacancy), CIPD/IRN, Brightmine and IDR 2026 pay-award forecasts (2.96%–3.6%, central 3.0%), and HM Treasury Autumn Budget 2025 / HMRC BIK rates (EV 4% 2026/27 through 9% by 2029/30; ICE 26–37%). RepVue UK quota-attainment data anchors the multiplier reality check (SDR ~66%, Account Manager 54.8%). Read the full Methodology for the source register and sample-size detail.