SDR Manager in 2025: Outsourced vs In-House – Do You Still Need One?

Major Takeaways: SDR Manager

SDR Manager Roles Have Expanded Beyond Supervision

• Today’s SDR manager responsibilities include managing AI tools, optimizing multichannel cadences, and aligning cross-department strategies—not just overseeing outreach.

Outsourcing an SDR Manager Saves Up to 65%

• Outsourced SDR leadership offers a scalable, lower-overhead alternative to full-time hires, with companies saving up to 65% while accelerating pipeline growth by 3× faster.

Fractional SDR Managers Deliver Expert Guidance On-Demand

• A fractional SDR manager brings strategic expertise at a fraction of the cost, helping companies scale faster without committing to a full-time leadership salary.

In-House SDR Managers Require a $130K–$150K+ Annual Investment

• The average SDR manager salary package exceeds $130K annually, making in-house hiring a major fixed cost—especially when factoring in ramp time and tools.

Remote and Hybrid SDR Teams Thrive with Strong Leadership

• 71% of sales teams now operate remotely, and companies that apply remote SDR management best practices—including clear KPIs and daily coaching—see higher productivity and retention.

Omnichannel SDR Strategies Outperform Single-Channel Outreach

• Combining cold calling, cold emailing, and LinkedIn prospecting increases engagement rates and pipeline conversion, especially under experienced SDR managers or outsourced teams.

Outsourced SDR Managers Provide Faster Time-to-Value

• While in-house SDR managers may take 3–6 months to ramp, outsourced teams like Martal Group deliver fully operational outreach within weeks, maximizing short-term ROI.

Flexible Tiered Models Offer Custom SDR Management Solutions

• Outsourced partners provide tiered sales development packages—ranging from lead generation to full-cycle account management—tailored to business size, industry, and growth stage.

If you’re a B2B founder or sales VP in 2025, you might be asking: Do I really need an SDR manager, or can my team function without one? The sales development landscape is changing fast. Some even predict the traditional SDR role “will die off” as AI automates 90% of the prospecting process (1). With remote work, fractional executives, and outsourced teams on the rise, it’s fair to wonder if an in-house Sales Development Manager (SDR manager) is still essential. This blog will dive deep into that question, comparing in-house vs outsourced SDR manager structures and exploring how SDR leadership has evolved in 2025.

We’ll look at what an SDR manager does, how the role is shifting, and best practices for managing remote SDR teams. You’ll also see a detailed comparison of hiring a full-time SDR manager versus outsourcing the function (including costs, ramp-up times, and performance). Along the way, we’ll share statistics and insights to inform your decision – and illustrate how Martal Group’s own experience as a B2B sales enablement partner can offer a flexible solution. By the end, you’ll have a clear idea of whether you still need an SDR manager and, if so, what model might work best for your organization. Let’s get started!

What Is an SDR Manager? (Sales Development Manager Roles & Responsibilities)

Sales Development Manager (SDR Manager) – Definition: An SDR manager (also known as a Sales Development Manager or SDR team lead) is the person responsible for overseeing a company’s Sales Development Representatives (SDRs) and ensuring the success of the outbound lead generation program. In other words, this manager leads the front-end of the sales pipeline creation. What is an SDR manager’s job description? It encompasses recruiting and training SDRs, setting strategy and quotas for outreach, monitoring performance metrics, and coordinating between the sales development team and other departments (like Marketing and Sales). Essentially, the SDR manager’s role is to build a high-performing SDR team that consistently generates qualified sales leads and appointments for the sales team.

SDR Manager Key Responsibilities and Duties: An SDR manager’s duties go far beyond basic supervision. Typically, an SDR (sales development) manager job description will include responsibilities such as:

• Hiring, Onboarding, and Training SDRs: Recruiting the right talent and then providing initial onboarding and continuous B2B sales training to develop their skills (cold calling scripts, email techniques, product knowledge, etc.). Coaching and mentoring are core parts of the development manager’s responsibilities to keep the team improving.
  
• Setting Goals and SDR KPIs: Defining daily/weekly activity targets (calls, emails, LinkedIn touches) and lead generation KPIs (qualified leads, meetings booked, pipeline created). Clear goal-setting keeps the SDR team focused and accountable. (For example, an SDR manager might set a target for each rep to book X meetings per month or achieve a certain conversion rate from outreach to opportunity.)
  
• Managing SDR Performance: Tracking metrics in the CRM, listening to call recordings, and reviewing email analytics to monitor each rep’s performance. The SDR manager provides regular feedback and performance reviews, identifying who needs additional coaching or where processes can improve. Great SDR managers are data-driven, using tools and dashboards to spot trends.
  
• Strategy and Process Optimization: Crafting the outbound email cadence and multi-channel outreach strategies (e.g. combining cold emailing, calling, and social selling) and refining it over time. The SDR manager often designs the sales development playbook – from ideal customer profiles and lead list criteria to the cadence schedule. They also ensure the team uses the best tools (sales engagement platforms, lead generation software, intent data, etc.) for efficiency.
  
• Aligning with Sales and Marketing: Coordinating closely with Account Executives (AEs) and marketing leaders. An SDR manager makes sure qualified leads are smoothly handed off to AEs and provides feedback to marketing on lead quality. They may run regular meetings with AEs to discuss pipeline and ensure the SDR team is targeting the right prospects. This cross-department alignment is crucial for a cohesive revenue strategy.
  
• Motivating and Retaining the Team: Creating a positive, high-energy team culture so that SDRs stay motivated despite the challenges of the role (rejections, repetitive outreach). The SDR manager might run team competitions, celebrate wins, and carve out clear career progression paths for SDRs who aspire to be AEs or managers. Part of their job is keeping morale up and turnover down.

In short, what is a sales development manager responsible for? They are responsible for the people, process, and pipeline of the SDR function. From daily team management to high-level strategy, the SDR manager role is pivotal in turning cold leads into warm opportunities.

Why does this role matter? Without strong SDR leadership, even talented reps can struggle. Poor SDR management often leads to high turnover and missed targets. In fact, lack of coaching and career development are top reasons SDRs quit. According to a recent survey, 72% of SDRs said that opportunities for career progression impact their likelihood of staying with a company (4). And when SDRs lack support or clear direction, burnout rises – contributing to annual SDR turnover rates that often exceed 30-40% in many organizations (2). Conversely, an engaged SDR manager who mentors their team and provides a growth path can significantly boost retention and productivity.

It’s also worth noting where the SDR manager sits in the org chart. In many companies, SDR (sales development) teams report into the sales department (often under the VP of Sales or a Director of Sales Development). It’s common for one SDR manager to supervise a team of several SDRs – for instance, many SDR managers oversee 5–10 reps depending on company size (17). This leverage means one manager can influence a big chunk of pipeline generation. The SDR manager salary reflects this impact – in 2025 the median base salary for a Sales Development Manager is around $100,000 in the U.S., with on-target earnings reaching about $150,000 when bonuses/commissions are included (3). (Compensation varies by region and industry; tech sector SDR manager salaries tend to skew higher, often into six-figures base.)

So, an SDR manager is both a player-coach and a strategic operator: part talent developer, part process optimizer, and part liaison between marketing and sales. Now that we know what an SDR manager does, let’s explore how this role is evolving in 2025 and whether new models (like outsourced or fractional SDR managers) can be an alternative to the traditional in-house hire.

The SDR Manager Role in 2025: New Challenges, Fractional Leadership & Evolving Trends

The core mission of an SDR manager – building a pipeline through an effective SDR team – remains the same. However, the context in which SDR managers operate has shifted dramatically by 2025. Business leaders are rethinking how to best execute sales development, driven by factors like technology, talent dynamics, and cost pressures. Two major evolutions stand out:

1. Automation and AI Redefine SDR Work (But Managers Are Still Needed):

Sales development in 2025 is far more automated than it was a few years ago. AI-driven sales engagement tools now handle large portions of prospecting – from auto-dialers and cold email sequences to AI that researches prospects and even drafts personalized outreach. A bold prediction making waves in the sales world is that AI could automate 90% of prospecting tasks for SDRs (1). This doesn’t mean SDRs disappear overnight, but it does mean the SDR role is shifting to higher-value activities. Instead of manually doing mass cold outreach, many SDRs are focusing on tasks like creating compelling content, orchestrating multi-channel lead generation campaigns, and having quality conversations with the most promising leads.

As routine tasks get automated, the SDR manager’s role also evolves. They must be tech-savvy and data-driven, able to evaluate and implement tools that make the team more efficient. Rather than micromanaging every call or email, SDR managers in 2025 might spend more time analyzing engagement data, refining targeting criteria with marketing, and coaching SDRs on skills that AI can’t replace (e.g. handling complex objections on live calls or personalizing messages in creative ways). Some even say the SDR function is merging with marketing – giving rise to “hybrid SDR-marketers” – but the need for leadership and strategy remains. If anything, the SDR manager’s strategic importance grows: someone has to orchestrate the technology, process, and people into a cohesive outbound engine. The tools have changed, but without human guidance they won’t generate pipeline on their own. A savvy SDR manager ensures that automation enhances productivity rather than causing chaos.

Interestingly, there’s debate on whether the “SDR manager” title will itself change as roles blend. We hear terms like “Revenue Development Manager” or SDR leads rolling up under Revenue Operations. These are semantic shifts, but underscore that in 2025 an SDR manager must coordinate across traditional silos. They might work more closely with content marketing (since content has become a key lever for prospecting success) or with sales enablement teams to inject customer insights into outreach. The best SDR managers are embracing an agile mindset – continually experimenting with new outreach tactics (video messages, chatbots, etc.) and adjusting their team’s approach based on what the data shows.

2. Rise of Fractional and Outsourced SDR Leadership:

One of the most significant trends in 2025 is the rise of fractional sales leadership – including fractional SDR managers. A fractional SDR manager is essentially a highly experienced sales development leader who works with your company on a part-time or contract basis, rather than as a full-time hire. This concept has gained traction as companies realize they might not need (or cannot afford) a full-time SDR leader, especially in early stages or transitional periods. Instead, they can “rent” an expert to set up the team, train reps, and keep the engine running, at a fraction of the cost of a full salary.

Why is this model taking off? Flexibility and cost-efficiency. Hiring a full-time SDR manager (as we saw, ~$100K+ OTE) is a big fixed expense. For startups or SMBs with small SDR teams, that might not be feasible. A fractional SDR manager offers high-level expertise without the full-time cost. For example, many fractional SDR managers work ~10–20 hours a week for a client, focusing on strategic guidance, process improvements, and coaching sessions with the SDRs. According to industry data, the average monthly compensation for fractional sales leaders was about $9,650 in 2024, up slightly as demand grew (9). Companies are clearly willing to invest in experienced talent on a part-time basis because it brings immediate know-how without a long-term commitment.

Moreover, the fractional model has matured. It’s not just consultants swooping in; often, fractional SDR managers embed with the team, attend your sales meetings, use your systems, and essentially act as an extension of your company. Services have popped up (like Tenbound’s fractional SDR manager program, among others) to match firms with these professionals. In fact, fractional sales leadership is no longer a fringe idea – a Harvard Business Review study noted a 23% increase in businesses employing fractional leaders since 2010, with an additional 15% growth projected in the next five years (8). And tech startups are leading the way: adoption of fractional leadership models in tech is expected to jump by 40% by the end of 2025 (8). This suggests that what began as a cost-saving tactic is becoming a strategic choice for agility and rapid scaling.

What exactly does a fractional SDR manager do for a company? In most cases, they provide the same leadership and oversight as an in-house SDR manager, just on a part-time schedule. They might help hire and ramp your SDRs, establish outreach playbooks, set up the tech stack, and hold the team accountable to targets. Because many fractional SDR managers have deep experience (often they are veterans who’ve built SDR teams at multiple companies), they can have an outsized impact quickly. In fact, fractional SDR leaders often focus on a few key areas: pipeline growth forecasting, process optimization, cross-department alignment, and coaching the SDRs for fast improvement. They’re able to “hit the ground running” by applying proven methods from day one, rather than needing months to learn on the job.

From a 2025 perspective, fractional SDR management isn’t just a cost play – it’s about expertise on demand. Many companies that struggle to find a talented SDR manager (hiring for these roles can be tough, as experienced candidates are in high demand) choose to outsource the role to a partner or sales agency. That leads us to outsourced SDR managers and teams, which we’ll discuss in detail next. The key takeaway here: the SDR leadership role is still crucial, but how you fill that role is more flexible than ever. Companies are no longer limited to a full-time in-house hire; they can use fractional managers or outsource the entire SDR function to get the leadership they need.

In-House vs. Outsourced SDR Manager: Which Structure Wins in 2025?

Now let’s tackle the crux of the issue: Should you hire an SDR manager internally or outsource that function (either to an agency or through a fractional arrangement)? Many B2B organizations are weighing this decision, so we’ll provide a detailed comparison across several factors that matter – including cost, speed, expertise, and control.

To make this concrete, imagine two scenarios:

• Scenario A (In-House): You recruit a full-time SDR Manager to build and lead your internal SDR team. You budget for their salary, benefits, plus the salaries of the SDRs you’ll hire. This manager works solely for your company, deeply embedded in your culture.
  
• Scenario B (Outsourced): You partner with an outsourced SDR service provider (like Martal Group) that provides a dedicated SDR team and a manager to run it. Essentially, you “rent” an SDR team as a service. The SDR manager is employed by the provider but oversees your campaigns, and you pay a monthly fee or retainer for the package (which often includes multiple SDRs, tech tools, etc., in tiered packages).
  

There’s also a middle path: you hire a fractional SDR manager as discussed, who works part-time alongside either your small SDR team or contractors. But for simplicity, let’s compare fully in-house vs fully outsourced structures first, then we’ll note where fractional fits in.

Cost and ROI Considerations

Hiring In-House: The cost of an in-house SDR manager includes a sizable salary and benefits. As noted, a U.S. Sales Development Manager’s average base salary is around $90–100K, with total comp often $130–150K+ when including bonuses/commission (3). On top of that, you must hire SDRs (entry-level SDR salaries might range $40–60K base + commissions depending on region). There are also “hidden” costs: recruiting expenses, training time (an SDR manager might take a few months to become fully effective in a new company), and the overhead of management. If your company is in a high-cost city or you’re targeting top talent, the salary can be even higher – Glassdoor estimates SDR Manager total pay in major markets like NYC can exceed $170K (14).

Beyond salaries, consider tool costs (sales engagement platforms, data subscriptions) and the opportunity cost of ramp time. On average, a new SDR or SDR manager can take 3–6 months to reach full productivity in an in-house setting (15). During that ramp, you’re paying full salary but getting partial output. And if an SDR quits (which, given annual turnover ~40-50%, is likely within 1-2 years (2)), you start that cycle again with recruiting and ramping up a replacement. High turnover has a significant price: one analysis shows replacing a single SDR can cost 50–200% of that rep’s annual salary when you factor in hiring and lost productivity costs (15). For a small sales team, these costs and disruptions can really hurt the pipeline.

Outsourcing to an SDR Agency: Outsourced SDR services are typically priced as a monthly service fee. While fees vary, they often bundle the SDR manager, the SDR team, and all necessary tools into one package. For example, Martal Group offers tiered packages where you can start with a smaller program (one fractional manager and a couple of SDRs) and scale up as needed. These packages cover the multi-channel outreach (cold calling, cold emailing, LinkedIn lead generation strategies, etc.), appointment setting service, and even elements like campaign messaging and reporting. You’re essentially paying for outcomes (meetings and leads) rather than managing individual salaries. This can be more cost-effective, especially in the short term or for companies without existing SDR infrastructure.

According to Martal Group’s data, an outsourced SDR team can ramp up about 3× faster than building a new in-house SDR from scratch, and the average business can save as much as 65% by partnering with an SDR firm (11). That 65% savings comes from eliminating hiring overhead, reducing downtime, and leveraging the provider’s scale (they spread costs of training, tools, and management across many clients). In practical terms, outsourcing often means you pay a flat fee and start seeing outreach within a few weeks, versus several months of hiring/onboarding internally.

There are also savings in opportunity cost: an outsourced SDR manager likely has a playbook ready to go, so you avoid the trial-and-error phase a new internal manager might go through. For short-term campaigns or testing new markets, outsourcing lead generation and sales is clearly more cost-effective – you wouldn’t hire a full-time SDR team for a 3-month push, but you can contract an agency for a short stint.

To illustrate, consider that 79% of businesses who outsource sales and marketing believe it lets them expand more quickly as a result (10). Faster expansion often translates to better ROI. And outsourced does not necessarily mean “cheap” – it means efficient. You might reinvest the saved time and money into additional pipeline-generating activities. Of course, pricing models matter: some agencies charge per meeting set, others have flat monthly rates. But in nearly all cases, you avoid the significant fixed cost of a permanent hire.

Fractional Manager Cost: This falls somewhere in between. A fractional SDR manager might charge an ongoing retainer or hourly rate. If you engage someone 1-2 days a week, you’ll pay proportionally less than a full salary. For example, a fractional SDR leader might cost $4,000–$8,000 per month for their time, which annualizes well under a full hire’s cost. You still would need either internal SDRs or outsourced SDRs to do the actual outreach work under their guidance, so fractional is often layered on top of either a small in-house team or an outsourced team.

Bottom line (Cost): Sales outsourcing companies offer a more variable cost structure and potentially big savings in ramp time and overhead. In-house is a fixed cost with potentially higher long-term ROI if you can keep a stable, high-performing team. A critical question is your expected scale and timeframe. If you’re aiming to quickly generate pipeline without building an internal team from scratch, outsourcing (or using a fractional manager) can be far more cost-effective in 2025.

(For instance, Martal’s clients often see a positive ROI in just a couple of months – Martal even provides an ROI calculator showing how a typical engagement can achieve around 400% ROI in the first year (12) by accelerating lead generation.)

Speed to Ramp and Scalability

Another major difference is how quickly you can get your SDR function fully operational, and how easily you can scale it up or down.

In-House Ramp: Hiring an SDR manager and team in-house is not an overnight process. Recruiting a qualified SDR manager could take weeks or a few months (longer if your company is less well-known or in a competitive talent market). After hiring, there’s onboarding. Industry benchmarks indicate it often takes a new SDR team ~3 months to hit full stride (15). If the manager is new too, they might spend the first quarter building the strategy, creating scripts, defining processes, and hiring any open SDR roles. So you could be looking at 3-6 months before an in-house SDR team is firing on all cylinders.

Scaling an in-house team also takes time – to add more SDRs, you need to hire and train them. And if someone quits, you potentially lose momentum filling that seat (the average time to fill an SDR position is ~30 days (2), plus ramp time).

Outsourced Ramp: In contrast, an outsourced SDR provider can often launch a campaign in a matter of a few weeks. For example, many outsourced teams (Martal included) have established processes and trained SDRs ready to go. After a kickoff to understand your product and target market, they can start prospect outreach very quickly. One outsourced SDR agency noted they can have a program up and running in 30 days, compared to 9–12 months to fully see success with an in-house team (16). While 9-12 months might be an exaggeration for all cases, it highlights the dramatic difference: outsourcing dramatically cuts the time-to-pipeline. You skip the hiring and training phase and tap into an existing engine.

Scalability is another advantage: If you want to double the number of SDRs working your campaign next quarter, an agency can often allocate more resources quickly (since they have a bench of trained reps). In-house, doubling headcount means double the hiring, which could take months and strain your managers. Likewise, if you need to pause or scale down (perhaps seasonal business or budget changes), an outsourced arrangement offers flexibility to adjust scope or put things on hold without laying off employees.

Fractional managers also provide agility – you can increase or decrease their hours as needed, or end the contract if you hire someone full-time later, without the complexities of firing a full-time executive.

Quality & Expertise is a critical but nuanced comparison:

Expertise and Quality of Leadership

In-House Hire: When you hire your own SDR manager, you ideally get someone who is 100% dedicated to your company. They will live and breathe your product, culture, and customers. Over time, they may develop a deeper understanding of your unique value props and can tailor the SDR approach very precisely. If you find a rock-star SDR manager, they can build a team that is a true strategic asset. However, the talent market for SDR managers is competitive. Experienced SDR leaders might be looking for director-level roles or higher compensation than a startup can afford. Many companies end up promoting a top SDR or AE into the SDR manager role – which can work but comes with a learning curve since management skills develop with time.

An in-house SDR manager’s effectiveness will also depend on the support you give them (sales tools, clear alignment with marketing/AEs, etc.). The risk is if you hire someone without enough experience, they might struggle to create a scalable process, and you could underperform while they learn. Additionally, in-house managers might have limited exposure – they know the methods that worked at their last job or two, but perhaps haven’t seen a variety of approaches.

Outsourced SDR Manager/Team: With a reputable outsourced provider, you gain access to specialized expertise that’s been honed across many campaigns and industries. Agencies like Martal Group have been in the sales development game for years (Martal has 15+ years of experience in B2B lead generation, serving tech companies since 2009) (13). That means their SDR managers have seen what works and what doesn’t in different scenarios. They bring established best practices, tested scripts, and knowledge of pitfalls to avoid.

For example, Martal’s SDR leadership has developed an omnichannel lead generation and outreach system powered by both human experience and AI, which has been refined across dozens of clients. An outsourced SDR manager likely has managed multiple teams and can draw on a wider range of experience than someone who’s only worked internally at one or two companies. They are also more likely to stay on top of the latest tools and tactics (it’s literally their business to do so).

One could argue that an outsourced manager might not have the same depth of product knowledge or commitment as a full-time employee. However, a good partner will immerse themselves in your messaging and value proposition. In Martal’s case, for instance, they focus on tech companies and hire only experienced North American sales executives to engage prospects knowledgeably. The SDR manager provided by the agency ensures messaging is on-point and often has industry-specific expertise (e.g., Martal assigns SDR teams with relevant vertical experience when possible).

There’s also a concept of “team of teams”: an outsourced SDR manager isn’t alone – they usually have a support network within their firm (content writers, researchers, campaign analysts). So your outsourced SDR program benefits from a whole supporting cast. If one approach isn’t working, an agency quickly iterates using lessons from other accounts. In contrast, an in-house manager might take longer to troubleshoot, lacking that broader dataset.

Fractional Manager Expertise: These individuals are often veterans who’ve led multiple SDR and BDR teams. If you engage a fractional SDR manager, you’re typically getting a high-caliber talent (perhaps someone who was a Director or VP of Sales Development in the past) for a slice of their time. The quality is usually high, but their attention is divided between a few clients. Still, they can train your junior team very effectively in the hours they have.

Bottom line (Expertise): If you have the means to hire a proven all-star in-house, you’ll get someone deeply committed to your mission. But outsourcing inside sales can give you access to world-class SDR leadership instantly – often people and processes that have been proven at scale. In 2025’s environment, where techniques change quickly, many companies value that broader perspective. One telling statistic: 79% of businesses using sales outsourcing report they were able to expand faster – that speed is not just about cost, but the injection of expertise fueling better results (10).

Control, Alignment and Company Culture

This is a softer factor but important: How aligned will the SDR function be with your company’s specific values and messaging, and how much control do you retain over daily operations?

In-House: When the SDR manager and team are your employees, you have direct control. They are present in (virtual) company meetings, they can sit with your marketing team, they become part of your culture. It’s easier to ensure they fully internalize your brand voice and that they adapt outreach based on real-time feedback from your product team or execs. Many companies prefer in-house for this reason – the SDRs are often junior employees who can be groomed into future AEs or other roles, so having them in-house is an investment in talent development for the company. An in-house SDR manager can also quickly pivot priorities when the CEO or VP Sales shifts strategy, because they’re right there in the discussion.

Outsourced: When outsourcing, you give up a degree of day-to-day control. The SDR manager and team are external – they’ll be following the contract and scope you set, but they aren’t attending your daily stand-ups unless invited, etc. Some worry that outsourced SDRs won’t represent the brand as well. However, reputable outsourcing partners work hard to integrate with their clients. For instance, Martal Group assigns each client a dedicated SDR team and manager that essentially function as an extension of the client’s staff. They often take on client email addresses and appear to prospects as part of the client company. Regular alignment calls and reports keep you in the loop.

The outsourced SDR manager will typically communicate progress, insights, and any issues promptly. It’s a more hands-off management for you, which can be a pro or con: you free up time not having to manage SDRs, but you also rely on the partner to execute well. It’s important to choose an outsourcing partner that is transparent with data and receptive to feedback. Most will adjust messaging or targeting if the client requests, but you have to relay that feedback through the partner rather than telling an internal employee directly.

One potential alignment challenge is if your business is highly complex or technical. An in-house SDR manager might more easily coordinate with product experts internally to understand nuances. An outsourced team might have a learning curve. The best strategy there is front-loading training and providing excellent onboarding materials to the outsourced team. Many agencies are experienced in ramping up on complex offerings; they’ll often ask for a detailed knowledge transfer at the start.

Company culture is a factor too. A tight-knit startup may hesitate to outsource because they want everyone “all in” culturally. However, post-2020 many teams are comfortable working with remote contractors and agencies as part of the extended team. If the outsourced SDR manager provides great results, the cultural hesitation tends to fade. It’s not uncommon for companies to outsource initially and later decide to hire internally once they reach a certain scale (or vice versa). The key is to ensure your values (e.g., how you approach customers) are communicated and upheld by whoever is leading SDRs, in-house or outsourced.

Outcome and Performance

Finally, the end results: which model typically yields better pipeline and ROI?

This can vary by company, but a few general observations:

• Outsourced SDR teams can often ramp faster and produce meetings faster, as we discussed. They also come with refined processes that can generate highly qualified leads. Many Martal Group clients, for example, see consistent appointment setting and pipeline build within the first quarter of engagement, whereas their previous in-house efforts were sporadic. One reason is the focus: outsourced SDRs are 100% focused on top-of-funnel outreach, with managers ensuring they hit daily activity numbers. In-house SDR teams sometimes get pulled into internal meetings or miscellaneous tasks that distract from pure prospecting.
  
• Quality of meetings/leads: A concern might be that outsourced teams could focus on quantity over quality (to prove their worth). But a good SDR manager, in-house or outsourced, knows that pipeline quality is what leads to revenue. With proper alignment on lead qualification criteria, an outsourced SDR manager will be just as quality-conscious as an internal one. In fact, service providers live and die by their results, so they have a strong incentive to deliver high-quality opportunities that convert for you.
  
• Adaptability: In-house might have an edge in quickly changing messaging or targeting on the fly, since they’re closer to the internal conversations. Outsourced teams might stick to the agreed plan unless told otherwise. However, most outsourced SDR managers are proactive in suggesting changes if they see something isn’t working – after all, they likely have seen similar patterns before.
  

Ultimately, the performance will depend on who is running the show. A superstar in-house SDR manager and team can outperform a mediocre agency, and vice versa. The good news is that by 2025 outsourced SDR leadership has matured to the point that many companies treat it as a best-practice solution, not a last resort. If you partner with a top-tier firm, you may find they actually run the SDR function better than you could internally, because it’s their specialty.

A quick summary of In-House vs Outsourced:

• Cost: In-house = high fixed cost (salary, overhead); Outsourced = variable cost, potentially 50-65% cost savings in many cases (11).
  
• Ramp Speed: In-house = slower (months to fully ramp); Outsourced = faster (weeks to start, proven playbooks ready).
  
• Expertise: In-house = depends on hire (can be great if you get a star); Outsourced = comes with experienced managers and a broad knowledge base.
  
• Control: In-house = direct control, easier alignment; Outsourced = less direct control, requires communication, but good partners integrate closely.
  
• Scalability: In-house = adding capacity is slow (new hires); Outsourced = can scale team size up or down quickly.
  
• Retention/Continuity: In-house = risk of turnover (if your SDR manager leaves, you’re back to square one); Outsourced = the agency can replace team members with less disruption, and you’re less exposed to single-person risk.
  
• Culture: In-house = part of company culture; Outsourced = external, but can still represent your culture to customers if properly briefed.
  
• Outcome Focus: In-house = part of long-term strategy, may juggle multiple hats; Outsourced = laser-focused on delivering the agreed results (meetings, leads) as their primary mission.

The best choice depends on your company’s stage and priorities. Next, we’ll consider the realities of managing SDR teams in a remote/hybrid world, since that applies whether you go in-house or outsourced.

Remote and Hybrid SDR Management Best Practices (2025)

One thing is certain: remote work is here to stay in sales development. Back in 2015, only ~10-15% of sales teams had any remote component. By 2024, 71% of SaaS sales teams had reps working remotely at least part-time (5). The SDR function, in particular, adapts well to remote work – outreach can be done from anywhere with an internet connection. Many companies now hire SDRs in distributed locations or allow hybrid schedules. In fact, by mid-2023 only a small fraction (about 10%) of sales teams were fully co-located in the office (5).

However, managing a remote SDR team introduces new challenges. Sales development is a team sport that thrives on energy, instant feedback, and learning by osmosis – things that are harder to recreate over Zoom. A survey found 67% of sales managers said overseeing a remote sales team was more challenging than they anticipated (6). Challenges include keeping reps engaged and motivated from afar, maintaining clear communication, and ensuring everyone stays on message and on pace without the in-person oversight.

Whether your SDR manager is sitting in the office or an outsourced manager coordinating virtually, mastering remote SDR management is crucial. Here are some best practices and tips to make remote or hybrid SDR teams successful:

• Set Clear Goals, Metrics, and Schedules: In a remote environment, clarity is king. An SDR manager should establish crystal-clear activity expectations and objectives for the team. For example, define how many calls, emails, and LinkedIn touches each SDR should aim for daily, and what constitutes success (meetings booked, SQLs, etc.). “Setting clear goals is essential in a remote setup – from number of calls or emails per week to qualified leads per month – so each SDR knows exactly what to do and managers can track progress without micromanaging” (7). Structured goals empower SDRs to work independently and allow the manager to monitor outcomes via dashboards rather than hovering. Many teams use shared trackers or leaderboards that everyone can see, creating accountability even when apart.
  
• Prioritize Regular Communication and Team Cohesion: Remote SDRs can feel isolated, so it’s vital to simulate the camaraderie of a sales floor. Effective SDR managers schedule daily check-ins (even a 15-minute stand-up via Zoom each morning to review priorities or celebrate yesterday’s wins) and weekly team meetings to deep-dive into what’s working or not. Maintaining a “virtual open door” policy via Slack or Teams is important – SDRs should feel they can reach out quickly with questions. Managers can encourage chatter in a group chat to replicate the energy (“Share your best call objection handle today” or fun GIFs for each meeting set). Also consider virtual team building: casual Friday video lunches or online sales games. Consistent, active communication is the backbone of a successful remote team (7). It keeps everyone aligned and motivated.
  
• Leverage the Right Tech Tools: Managing remote SDRs is much easier with a solid tech stack. Key tools include:
  
  • Cloud CRM and Sales Engagement Platforms: Make sure your CRM (Salesforce, HubSpot, etc.) is cloud-based and updated in real-time. Use a sales engagement platform (Outreach, SalesLoft, etc.) so sequences and touches are tracked centrally. These tools let a manager see activity and results instantly. In fact, many outsourced providers give clients access to dashboards showing exactly what the SDRs are doing and what the conversion rates are.
    
  • Communication Tools: Video conferencing (Zoom, Teams) is essential for face-to-face interaction. Chat tools like Slack create a virtual office space for quick collaboration. Frequent video calls help build a “face-to-face” dynamic despite distance (7).
    
  • Call Recording/Analysis: If using phones, tools like Chorus or Gong can record SDR calls. Managers (or outsourced SDR coaches) should review a sampling of calls weekly and provide feedback. This is akin to sitting next to a rep in the office and whispering tips, but done asynchronously.
    
  • Project Management & Knowledge Sharing: Use a wiki or shared docs for playbooks, best email templates, etc. Some teams have an FAQ channel where SDRs can ask “How would I respond to X?” and get quick input from peers or the manager.
    
• By equipping the team with the right tools, you ensure no one falls through the cracks. For instance, a good CRM and task management tool helps everyone stay on the same page about follow-ups and pipeline status (7).
• Provide Continuous Training and Coaching: Don’t adopt a “set and forget” approach just because the team is remote. Remote SDRs need regular training to stay effective. Offer e-learning resources, webinars, and virtual coaching sessions to help the team build new skills and reinforce best practices (7). A great SDR manager will schedule role-play sessions on Zoom, bring in guest speakers (like a top AE or an external sales trainer) for mini-workshops, and share recorded call snippets to discuss as a group (“coach the call” sessions). This not only sharpens skills but also gives remote SDRs a forum to learn collaboratively. One effective technique is the buddy system – pairing SDRs to practice pitches or to listen to each other’s calls live via Zoom and chat feedback. Remember, training isn’t one-and-done. In a remote setup, you should intentionally create frequent development touchpoints, since SDRs can’t just overhear a colleague’s good call and learn passively.
• Focus on Outcomes, Not Just Activity: In remote settings, there can be a temptation to micromanage (since you can’t “see” someone working). Resist that. Instead, emphasize outcome-based management. Track metrics like opportunities created, conversion rates, and ultimately revenue influenced. Give SDRs some flexibility in how they manage their day as long as results are coming. Of course, if results lag, then you scrutinize activity levels and provide guidance. But treating your remote SDRs with trust and expecting results tends to make them feel empowered rather than feeling like Big Brother is watching. Many SDRs actually thrive remotely – a recent Owl Labs survey found 84% of sales reps said that working remotely makes them happier post-pandemic (5). Happy reps can be productive reps, as long as expectations are clear.
• Adapt to Time Zones and Global Teams: One advantage of remote SDR teams is you can stagger work across time zones for wider coverage. If you have SDRs in different regions, ensure the SDR manager schedules occasional all-hands meetings at rotating times so everyone feels included. Use shared calendars for visibility. Also, make sure leads are routed properly so each SDR focuses on their region’s prospects without confusion. A remote SDR manager might also take advantage of the flexibility to have reps cover for each other if someone is out, since they’re already used to communicating virtually.
• Keep the Culture Alive: Even if the team isn’t in a single office, you can still build a motivating culture. Celebrate wins publicly in chat (ring the virtual gong when a big meeting is set!). Encourage friendly competition with leaderboards or spiffs (e.g., whoever books the most demos this week gets a gift card, even if mailed electronically). Solicit feedback often – do anonymous pulse surveys to gauge morale. And don’t forget to have fun: perhaps a monthly virtual happy hour or a shared playlist for the team can inject some personality. The SDR manager should let their charisma shine even through a webcam – their enthusiasm (or lack thereof) sets the tone for remote SDRs just as it would in person.

In summary, remote SDR management best practices boil down to communication, structure, and support. The fundamentals of good management still apply – clear goals, great coaching, team spirit – but you execute them via technology and intentional outreach. By following these practices, many companies find their remote SDR teams are just as effective, if not more so, than in-office teams. In fact, remote work can even be an advantage: you can recruit talented SDRs from anywhere (expanding your talent pool), and reps often appreciate the flexibility, which can reduce attrition. One caveat: remote management does require more proactive effort by the SDR manager. If you or your outsourced partner are not prepared to actively engage a remote team, things can drift. But with the right approach, distance truly becomes a non-issue – just a different operating mode.

(As a side note, Martal Group’s SDR teams have operated with a strong remote model for years – with 200+ onshore executives across the U.S. and Canada working virtually to cover multiple time zones (13). Through experience, Martal’s managers have refined remote collaboration techniques, ensuring their distributed SDR workforce remains efficient and unified. This has been a big factor in Martal’s ability to deliver consistent results for clients without needing a physical call center.)

Outsourced SDR Leadership with Martal Group: A Flexible Solution

Throughout this discussion, we’ve highlighted outsourced SDR management as a compelling option for many companies in 2025. If you’re considering that route, it’s important to choose the right partner. This is where Martal Group comes in – not just as an example, but as one of the pioneers in providing outsourced SDR teams with seasoned leadership. Let’s put the advice into context with Martal’s model and experience.

Martal Group’s Experience and Capabilities: Martal Group has been exclusively serving B2B tech companies since 2009, making it one of the most experienced agencies in the sales development space. Over 15+ years, Martal has honed an approach that addresses many of the concerns we discussed:

• Martal provides an entire SDR team as a service, including a dedicated SDR Manager (sometimes called a Sales Operations Manager on the team) who acts as your SDR leader. This manager works closely with you to understand your goals and then runs the day-to-day outreach team on Martal’s side.
  
• The team uses Martal’s proven omnichannel outreach strategy – blending cold calling, cold emailing, LinkedIn outreach services, and more – to generate leads. Martal’s SDRs are trained in an omnichannel cadence that touches prospects across multiple platforms for maximum engagement. (LinkedIn lead generation, for instance, comes standard in each program, rather than being an afterthought.)
  
• All of Martal’s outreach is supported by a proprietary AI sales engagement platform that helps personalize messaging and identify the best time to reach prospects (13). It’s a human+AI approach: the SDR manager interprets the data and guides strategy, while the tech accelerates the execution. This keeps Martal’s teams efficient and effective, which translates into better results for clients.
  

Tiered Service Packages: Recognizing that one size doesn’t fit all, Martal offers tiered packages to align with different client needs and growth stages (12). For example:

• Tier 1 might focus on core outbound lead generation – building target lists, personalized email/phone campaigns, qualifying leads, and setting appointments for your sales reps. This is great for companies that just need top-of-funnel help.
• Tier 2 includes everything in Tier 1 plus assistance in closing deals and onboarding new customers that result from the SDR efforts. This is a more involved package where Martal’s team can help push opportunities further down the funnel in collaboration with your AEs.
• Tier 3 is a fully comprehensive Sales-as-a-Service option – it provides account management in addition to Tier 2 services. In other words, Martal can act as your entire sales development department, even handling account exec tasks if needed, which is ideal for companies that don’t have a dedicated sales team or are expanding into new markets. It’s like having a fractional SDR team and fractional account executives to close deals.

All tiers come with the guidance of Martal’s experienced SDR managers. These managers ensure that outbound campaigns are tailored to your ideal customer profile and messaging is spot-on. Because Martal has worked with startups and Fortune 500 companies alike, they adapt quickly to different industries and buyer personas. They also exclusively employ on-shore (North America-based) SDRs and managers for client-facing work (13). This means prospects get outreach from reps who understand the local business culture and language nuances – a crucial factor when targeting high-level B2B decision-makers.

Quality and Results: Martal Group is very outcome-driven. Their service is structured to deliver a steady flow of qualified leads and meetings. In fact, Martal often goes beyond appointment setting – in higher tiers, their sales executives will present solutions and handle objections as if they were part of your own sales team. Because Martal’s reputation depends on client success, they put strong emphasis on lead quality (ensuring leads meet agreed criteria) and ROI. Martal cites that on average, clients can expect around 400% ROI in the first 12 months of engagement (12) – a figure that reflects how effective a well-run outsourced SDR program can be when it’s firing on all cylinders.

Moreover, Martal offers flexibility in engagement. Clients can scale the number of SDRs up or down or adjust targeting as needed, with the Martal SDR manager advising on the best course. It’s a collaborative partnership: you get regular reports and strategy calls, essentially having an SDR manager on-demand to discuss tweaks or new directions. For example, if a certain industry vertical is responding well, Martal’s team will double down there; if a message isn’t resonating, they’ll A/B test and refine it proactively.

Martal’s Comprehensive Omnichannel Strategy: Let’s highlight the services Martal wraps into its offering (because it aligns with what we identified as best practices):

• Cold Calling: Martal’s SDRs are skilled at phone outreach, and the SDR managers ensure calling campaigns are optimized (best times, using local presence dialing, etc.). They know how to navigate gatekeepers and engage prospects in conversation – a skill that many in-house teams struggle to refine without experienced coaching.
• Cold Emailing: Every campaign includes a carefully crafted B2B cold email. Martal’s team often provides copywriting expertise to draft messages that get replies, leveraging countless email campaigns’ worth of learnings. Personalization and A/B testing are standard.
• LinkedIn Lead Generation: In 2025, LinkedIn is a goldmine for B2B prospecting. Martal’s SDRs use LinkedIn for connecting, messaging, and nurturing prospects. They might run LinkedIn outreach sequences parallel to calls/emails, increasing touchpoints. (This is part of the omnichannel approach – multiple touches across channels tend to yield the best results.)
• Appointment Setting: The core deliverable is setting qualified sales appointments or demos for your team. Martal’s SDR manager will work with you to define what qualifies as a good appointment (ideal prospect profile, level of interest, etc.), and they make sure the SDRs only pass meetings that meet those standards. This saves your AEs from wasting time on unqualified calls.
• Outbound Lead Generation & Research: Martal’s team also handles building targeted lead lists, researching accounts, and finding the right contacts – tasks your internal folks would otherwise spend a lot of time on. They use advanced tools and databases (and their own AI platform) to find prospects who match your ICP, often including intent data to prioritize those likely in a buying cycle.
• B2B Sales Training (for your internal team): Interestingly, Martal doesn’t just generate leads and vanish – they can also train your team on best practices. For example, if your account executives need better conversion on the meetings set, Martal’s sales development experts can share insights or even provide scripts to improve follow-up. It’s a more holistic partnership focusing on your revenue success. Essentially, you gain not only a team to do the work, but also advisors who know what works in B2B sales development.

All these services are delivered as part of Martal’s packages, which you can select based on your needs. Having everything under one roof is powerful: instead of juggling separate providers for data, dialing, emailing, etc., Martal provides an all-in-one outbound engine. This omnichannel strategy in tiered packages means you can start with a lean program and scale up to a full-court press as results come in.

When should you consider outsourced SDR leadership like Martal? If any of these scenarios sound familiar:

• You need to jumpstart the pipeline quickly, and you don’t have time (or budget) to hire and experiment with an in-house SDR team.
• You’ve tried hiring SDRs or SDR managers before, but struggled with high turnover or inconsistent results – and you want experienced operators to take the wheel.
• Your sales team is stretched thin. Your AEs are spending time prospecting (and hating it), or your VP of Sales is effectively acting as the SDR manager because you haven’t hired one. Outsourcing can offload that work to a lead generation specialist, so your closers focus on closing.
• You’re exploring new markets or verticals. For example, expanding into North America from abroad – Martal’s team, being NA-based, can be your local sales development presence to crack into the market.
• You want to implement a true omnichannel outbound strategy but aren’t sure how to execute it. Martal already has the playbook for combining calls, emails, LinkedIn, and even content touches in a cohesive way .
• You are considering a fractional SDR manager because you know you need leadership but not at full-time capacity. In this case, an outsourced solution like Martal effectively gives you a fractional SDR manager plus the SDR team, all under one contract. It’s a turnkey solution.

Of course, the decision should also consider internal buy-in. Ensure your sales and marketing stakeholders understand how outsourced SDR management works and set clear expectations. When done right, an outsourced SDR manager is not a vendor but a partner. Martal, for instance, often works so closely with clients that their SDRs and managers join internal Slack channels or CRMs, making communication seamless.

Finally, Martal offers a risk-free way to explore this: a free consultation. Simply take advantage of a consultation to discuss your sales development goals. Martal’s team can assess your needs and honestly tell you if their outsourced SDR leadership would be a fit (and what kind of results to expect). It’s a no-pressure way to evaluate the option with experts evaluating your specific scenario.

Conclusion: Do You Still Need an SDR Manager in 2025?

So, do you still need an SDR Manager in 2025? In our analysis, the answer is yes – but you have more options than ever in how to fulfill that need. The function of orchestrating sales development efforts remains critical. Companies that neglect SDR leadership often struggle with disjointed prospecting, poor SDR performance, and pipeline shortfalls. Someone has to captain the ship for outbound sales, whether that’s a full-time internal manager or an outsourced expert.

What’s changed by 2025 is the how. You can achieve the goals of an SDR manager through innovative models:

• In-house SDR Manager: Best if you have the scale, resources, and a strategic reason to build your own team culture. This can pay off with a tightly aligned team, but requires significant investment and entails more risk (hiring wrong, turnover, etc.).
• Outsourced SDR Manager/Team (Sales-as-a-Service): An ideal choice for many B2B companies that need results quickly or lack the bandwidth to manage SDRs. You essentially plug into a fully functional SDR department on-demand. As we’ve seen with Martal Group’s example, this can bring seasoned leadership and a ready-made team to your service. It’s a scalable, low-overhead solution – you still “have” an SDR manager, just not on your direct payroll.
• Fractional SDR Manager: A viable middle ground if you have some internal SDRs but need leadership. This can also complement an outsourced approach (for instance, you could have a fractional VP of Sales Development oversee both internal and outsourced SDRs in a hybrid model).

No matter which path you choose, the key is not to leave the SDR function rudderless. The tactical reps on the ground will only be as effective as the strategy, training, and guidance they receive. An SDR manager (in whatever form) provides that direction and ensures the inbound and outbound engine keeps humming.

For many forward-thinking companies, outsourcing the SDR management role is a smart move in 2025. It allows you to focus on your core business while specialists handle the heavy lifting of outbound prospecting. And it often accelerates growth faster than you could achieve alone. Remember the stat: 79% of businesses that outsourced sales development said it helped them grow faster (10). That’s a compelling figure.

If you’re evaluating these options and want to see how outsourced SDR leadership might work for you, consider tapping into Martal Group’s expertise. Martal offers a comprehensive, omnichannel SDR solution with tiered packages to fit your needs – from lead generation only, to full-cycle sales support. With Martal’s team, you gain not just SDRs, but a dedicated SDR manager, plus access to tools and training, all in one. It’s a partnership designed to deliver results (qualified meetings, pipeline, and revenue) while relieving you of the day-to-day management burden.

Ready to explore whether outsourcing SDR management is right for your business? Martal Group invites you to book a free consultation with their team. In a short call, they’ll assess your current outbound strategy, share how their services work, and provide an honest outlook on potential ROI for your specific case. This is a great opportunity to get advice from seasoned sales development leaders – even if you ultimately keep things in-house, you’ll gain valuable insights.

In conclusion, the question isn’t “do you need an SDR manager?” so much as “what’s the best way to get the SDR management expertise and results your business needs?” By 2025, outsourcing vs in-housing is not an all-or-nothing proposition; it’s about finding the optimal blend of resources to fuel your sales pipeline. Many companies are discovering that an outsourced or fractional SDR manager is the answer – delivering expert leadership, scalable teams, and robust pipeline management and growth without the headaches of hiring.

If pipeline generation and efficient sales growth are priorities for you this year, don’t go it alone. Leverage the solutions available. And if you’re looking for a top-tier partner to lead your outbound sales development, Martal Group stands ready with a track record of success, a team of world-class SDR professionals, and a suite of services to drive your revenue. Take the next step: book a consultation today and let Martal help you determine the best SDR management strategy for your goals.

Your future customers are out there – with the right SDR leadership, you’ll be closing deals with them in no time.

References

1. LinkedIn (Luke Shalom)
2. The Bridge Group (Blog) – “Attrition Assumptions for the 2024 SDR Plan.”  
3. RepVue – “Sales Development Manager Salary – Updated 06/01/2025.” 
4. LinkedIn (Charlotte Johnson) 
5. HireDNA Blog 
6. Learn to Win (Blog) – “Top Sales Enablement Statistics for 2024.” 
7. Whistle Ltd (Blog) 
8. The Sales Group Global (Blog) 
9. ColumnContent – “Fractional Work Statistics: Trends You Need to Know (2025).” 
10. LLCBuddy – “Outsourced Sales Providers Statistics 2025.” 
11. Martal Group (Blog) – “Outsourced SDRs: Should You Hire an Outsourced SDR Team?”  
12. Martal Group – ROI Calculator/Pricing 
13. Martal Group 
14. Glassdoor 
15. Bandalier 
16. Punch 
17. Operatix