---
title: Global Sales Compensation Case Study | Limitless
description: See how Limitless stabilized global sales compensation across 41 plans and 14 currencies, identified $1.1M in payout risk, and redesigned the next-year program.
---

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CASE STUDY / MEDTECH / COMPENSATION OPERATIONS

# Global Sales Compensation: $1.1M in Payout Errors Identified Across 41 Plans

Limitless Consulting stabilized incentive compensation administration for a Fortune 300 company during a leadership transition. In ten weeks, the engagement validated 41 unique plans across 14 currencies, delivered payouts on time, identified $1.1 million in planned payout errors, and redesigned the following year’s incentive program.

**$1.1M**

Planned payout errors identified

**41 plans**

Across 14 currencies

**10 weeks**

Administration and redesign

[See the Work](https://limitlessconsulting.agency/hubfs/Comp%20Administration%20Case%20Study_Limitless.pdf)

**At a glance:** Fortune 300 client · Global compensation administration and redesign · Ten-week engagement

## Problem

The internal compensation lead departed during the payout cycle. The client needed FY25 administration brought back on track while also redesigning FY26. A commercial team across North America, Europe, Asia, and Africa had 41 sellers on individually structured plans.

## Environment

The client was a Fortune 300 company, with $21.8 billion in revenue, 72,000 employees, and a presence in more than 190 countries. The inherited compensation program combined individual and team quotas, performance objectives, and bonuses across 14 currencies and four regions.

## What We Found

Manually collected data was driving payout calculations without a single trusted source. Deal tags distinguishing individual and group performance changed after close, and historical attribution was not preserved. Revenue was assigned to a category that paid commissions at a higher rate, creating $1.1 million in planned overpayments.

## What We Changed

We rebuilt payout calculations and validated all 41 plans. We calculated the financial impact of the attribution error and gave leadership three options for correcting it, weighing payout accuracy, fairness, and the effect on the sales team. In parallel, we redesigned the following year’s plan rules, quotas, accelerators, caps, and calculators, with consistent processes across regions and checks before payouts.

## Implementation

We first brought the active payout cycle back on track, then rebuilt and validated calculations across all 41 plans and 14 currencies. We calculated the financial impact of the attribution error and gave leadership three options for addressing it. In parallel, we redesigned the following year’s program and added checks to catch errors before payouts.

## Results

All payouts were delivered on time. FY25 administration and FY26 plan redesign were completed within the same ten-week engagement. We identified $1.1 million in planned payout errors before payment. Leadership corrected most of the overpayment while choosing to retain a portion to protect trust with the sales team.

## Lessons

Compensation accuracy depends on preserving the data that explains who earned what. Reconstructing a calculation is only part of the job: leaders also need clear options when correcting an error affects the sales team. Administration, governance, and plan redesign can reinforce each other when tackled together.

---

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