Question: Most GTM teams measure activity and outcomes, but not rep capability or skill development. What’s prevented sales organizations from treating rep skill as a measurable business metric alongside pipeline and revenue — and what would need to change for that to become operationally useful? Who should respond: CROs, RevOps leaders, Heads of Sales Strategy, Sales Transformation leaders, or consultants who've implemented performance measurement systems. Response guidelines: Briefly state your role and experience Explain the biggest structural or cultural barriers to measuring rep capability Share where current systems or workflows break down Describe what infrastructure, reporting, or leadership changes would make capability tracking useful in practice Include lessons from real implementations if possible Keep responses concise (3–5 sentences) No vendor promotion or theoretical-only responses