What two sellers should weigh before paying

Three decisions face your team before any payment: which lifetime tier fits, who checks the drafts, and whether the mailbox is warm enough to arrive. Take them in order. The budget question is really a question about how much preparation work you want the agent to carry, not about how many emails leave the account.

Your working week is the thing being paid for. Someone has to name the countries, describe the operations manager role you want, and read what comes back. The agent drafts the plan, builds the list and writes the campaign, so those hours move off your desk and onto the confirmation step you keep.

The published lifetime tiers come from softwareprogrammer.app, so read the table there alongside this page. Compare what each tier includes for your team rather than treating the tiers as grades of quality. For a two-person SaaS sales team, the smallest scope that still covers your named countries is usually the honest starting point.

On Starter lifetime, expect the agent to plan campaigns, build lists and write copy, with you confirming before each send. That suits a team testing one country and one operations manager profile. The managed sending mailbox and the English and Spanish interface sit alongside the plan work, so you are not assembling sending infrastructure yourself.

Growth lifetime widens what your team can run at once. If you sell into several named countries and want parallel campaigns, this is the tier where you stop rationing drafts. You still confirm each launch, so the seller's judgement stays on every campaign that leaves the account. Read the softwareprogrammer.app table for the exact scope of each tier.

BYO-SMTP lifetime is the tier for a team that already runs its own sending infrastructure and wants to keep it. You bring the mailbox, the agent brings the planning, list building and writing. That choice puts more of the delivery question in your hands, which is worth weighing if your team already knows its sending setup well.

Your objection is the right one: a long list that contains no decision makers wastes the entire week. The answer is not a bigger list. The agent drafts the plan and the list from how you describe the operations manager role, and you read it before approving, so a thin list is caught at the confirmation step rather than after three hundred sends.

That confirmation is the control your team asked for. You see what was built for each named country and decide whether it is worth launching. Nothing goes out while you are away, which for a two-person team means the review is a real checkpoint rather than a formality you click through.

No reply figures are claimed here, and none should be assumed. Treat each campaign as an opening rather than a booked demo. The product's job is to shorten the drafting and list work; booking demos with operations managers stays with your sellers once a conversation starts.

Upgrade when the drafts keep arriving faster than the two of you can review them. That is the signal that the current tier's scope is the bottleneck, not the writing. A second country added to the same target role is another reason to look at Growth, because parallel campaigns need room in the plan, not a new tool.

Stay where you are if the review step is still the slowest part of your week. Paying for more drafting capacity you cannot confirm only piles work onto two people. The same applies to a mailbox that has not been warmed: fix the sending reputation first, then decide whether the tier needs to change.

Treat the choice as scope, not as a step up in quality. The tiers differ in how much campaign work the agent carries for your team, and the interface language does not change the outcome you chase. Read softwareprogrammer.app again when your target countries or roles shift, and move up only then.