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The Bridge Group SDR Metrics Report 2021: Post COVID-19 Reality

The year 2020 will forever be remembered for one thing in particular—the COVID-19 pandemic. It has become a tough challenge for businesses all around the world: Unemployment rates have exploded, many countries’ gross domestic products (GDPs) have plummeted, and entire business industries are still fighting for their very survival. 

Those businesses that have survived were forced to quickly adapt to the new reality: Change the team structures, build a new daily workflow, switch to complete online mobility, and, of course, try their best to keep the sales conversions coming. As for the last one, this job in our industry was delegated to one special team—the sales development representatives ( SDRs ) whose optimization and latest trends needed special attention from the CEOs and CFOs.   

Recently, The Bridge Group issued their bi-annual Sales Development Metrics and Compensation Research Report for 2021, the definitive “pulse check” in the SDR Industry (surveys running every other year since 2007), and how exactly the coronavirus pandemic affected it. The report includes answers from 406 executives from a broad diversity of B2B companies, 91% of which are headquartered in North America and produce $35M median revenues together with a $55K median average selling price (ASP). 

This SDR report is an essential source of information for any C-suite decision-maker wondering what the latest trends in sales development are, how to increase revenue growth in 2021, what SDR metrics to track, and what steps are needed to overcome the consequences of the COVID-19 crisis. Here are key takeaways from the report.

The Latest Trends in Sales Development

Unlike in the previous SDR report published in 2018, this time The Bridge Group decided to factor in not only the raw growth rates but also the revenues of companies to determine their success levels. They marked the top quintile (highest 20%) per revenue band as high-growth and the bottom quintile (lowest 20%) per revenue band as laggard .

The report is divided into six sections, each of which shares the trend on the specific aspect of the sales industry . Here are some great points:

Organizational Structure

These stats prove that there is a positive correlation between the company’s revenue and their SDR team organization—the more active one combines outbound with inbound , the higher the profit is, and vice versa.

Hiring SDRs

In 2020, the average required experience at hire for SDRs hit a low record—only 1.2 years, which is twofold less than it was ten years ago. It is interesting to see the ebb and flow over the last decade, culminating in the lowest experience at entry point ever in the study. 

SDR Compensation

Despite the sudden and unexpected hit of the pandemic, the median on-target earnings (OTEs) of SDRs have stayed stable. Overall, this trend remained flat throughout the decade, which may signal the high and steady demand for sales development representatives.  

Also correlated—the fact that SDR compensation is rising while experience at hire is falling suggests that these roles are a top priority for organizations leveraging sales development.  

Sales Technology

SDR Metrics & Quota

Setting up sales KPIs and quotas is quite a challenge—especially if you have no SDR benchmarks for comparison. The exact numbers could differ depending on your business’s industry, company’s size, and SDRs’ capabilities, but knowing how others do it might become a huge help. 

Daily Activities

Achieving the Quotas

Although 2020 was one of the most challenging years for businesses since the 2008 financial crisis, every SDR generated a median of $3.0M in raw pipeline (not “forecast” nor “closed won”). In addition, 68% of sales representatives achieved their quota. However, the number of introductory meetings and qualified opportunities has slightly decreased since the last report was issued. 

An important takeaway here is that the bottom-line average of 8.8 introductory meetings and seven fully qualified opportunities per month, an average that is achieved only two-thirds of the time, indicates that many businesses are getting by with effectively one opportunity converted per week, per SDR.  

Final Takeaways

There’s no doubt that 2020 was a tough year for most businesses. With the beginning of a lockdown in March 2020, it was quite impossible to predict where the situation would be in almost a year. Despite all of the challenges during COVID-19, most businesses didn’t cut the expenses by giving up their sales software, and the share of the SDRs still met their quotas as they did in 2018. 

Overall, B2B sales have done pretty well considering the recent circumstances. However, while some things like the number of appointments per day or sourced pipeline per SDR might change over time, other work practices like remote work, virtual sales, and Zoom meetings with clients and teams are probably here to stay. 

A Few (Related) Sales Posts

The Financial Times Names CIENCE #95 of The Americas’ Fastest-Growing Companies 2022

CIENCE Ranks #18 for Adweek's Fastest Growing Agencies 2022

The Bridge Group 2018 SDR Report’s Must-Know Takeaways for CEOs

Let’s get you scheduled with our sales team now — just pick a date and time for a call!

SaaS Account Executive Report

Metrics and Compensation Research Across 172 SaaS Companies

This year's report marks the 9th round of research into the Account Executive (AE) role with a focus on how metrics and compensation change over time. For this edition, 172 B2B SaaS companies participated.

Whether you are building out your strategy or looking to align with industry standards, we hope this report will provide useful insight and guidance.

We've organized the report into five sections:

• Organizational Structure
• Ramp and Retention
• Metrics & Quota
• Compensation

We hope you find this research useful.

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Sustainability & Responsibility

We remain committed to further integrating and operationalizing sustainability to improve decision-making and risk management. We believe that when applied deliberately and thoughtfully, ESG initiatives strengthen our approach and outcomes as a company. We seek to drive value to our stakeholders, partners, residents, tenants, and communities by implementing sustainable solutions that create lasting impact.      

Our commitment to sustainability spans our organization and strategies as well as focuses on analyzing, integrating, and reporting ESG metrics across a growing number of our portfolios and practices of our firm.

OUR FRAMEWORK

ENVIRONMENTAL

We seek to optimize the environmental building performance of our portfolios’ properties through careful measurement and monitoring, technology upgrades, and efficiency measures that drive cost savings and reduced carbon footprints. Through our robust data management and reporting practices, we monitor energy and water usage, waste generation, and carbon emissions across Bridge strategies where data is available.

Our Environmental Management System

Our environmental initiatives are guided by our ESG Framework and Environmental Management System (“EMS”). Our EMS Framework seeks to effectively incorporate sustainability into Bridge’s structure, culture, and business strategy and guides our approach to assessing existing conditions, developing goals, implementing strategies to meet such goals, analyzing performance against targets, and repeating the process to create a continual cycle of improvement.

United Nations Sustainable Development Goals

Impact Reports Library

Bridge publishes annual impact reports for our ESG Program, Climate Program, WFAH strategy, and Qualified Opportunity Zone strategy. We are committed to measuring and reporting on our progress. Recent versions of these reports can be found here:

2023 WFAH Report

2023 Climate Report

2022 TCFD Report

2022 QOZ Report

2022 ESG Executive Summary

2022 ESG Report

2022 WFAH Report

2021 ESG Report

2020 ESG Report

At Bridge, we acknowledge that climate change poses both risks and opportunities to our business and the broader society we live and operate in. To this end, we seek to apply a proactive approach to assessing and mitigating risks to address the long-term sustainability of our properties and our business at large. We are actively incorporating recommendations from the Task Force on Climate-related Financial Disclosures into our climate resiliency strategy and corporate transparency efforts. In recent years, we have developed a Climate Risk Management Process to assist with the identification, analysis, and management/mitigation of acute and chronic climate risks.

Case studies

Lls light the night.

To pay tribute and bring hope to adults and children battling cancer, Bridge has nationally partnered with The Leukemia & Lymphoma Society (“LLS”) supporting ongoing initiatives around cancer research, education, and service while supporting LLS fundraising campaigns and events. Bridge’s employees continue to participate in and support the LLS Light the Night event in multiple locations around the country, even leading as the top sponsor in Atlanta from 2020-2023. In 2022, our teams raised $195,609 nationally, with over $270,609 in overall impact when Bridge’s corporate contribution is included.

2022 esg highlights, $2.4 million given through bridge gives, won un pri real-world impact initiative of the year for wfah, 2000+ volunteer hours from bridge employees, tenants, and residents , launched bridge renewable energy strategy, awarded a “top place to work” by the salt lake tribune, 39 office properties achieved energy star certifications.

ESG Steering Committee & CCTF & DEI+B Committee

Our firm-wide and multi-disciplinary ESG Steering Committee oversees the adoption and implementation of our ESG initiatives and best practices in line with Bridge’s ESG & Responsible Investing Policy. The committee is responsible for promoting firm-wide engagement, commitment, and dedication to ESG principles and best practices and global industry association and collaboration.

Additionally, our Climate Change Task Forc e works to increase awareness of climate risks and opportunities at all levels of the organization and utilizes the recommendations of the TCFD pillars.

Our DEI+B Committee oversees our Diversity, Equity, Inclusion, and Belonging corporate initiatives and programming and seeks to cultivate an inclusive and equitable work environment where all our people can thrive and be authentically themselves.

Our accomplishments*

2022 United Nations Principles For Responsible Investment, Real-World Impact of the Year, Winner : This award is given to a signatory for "aligning investments with global goals across its portfolio". It recognizes "an approach that is/can be applied to a large portfolio" and is "broader than traditional impact investing". The UN PRI presented the Real-World Impact of the Year award to Bridge's Workforce and Affordable Housing Strategy. Read more here .

2022 Freddie Mac Impact Sponsor: The Impact Sponsor accolade shines a light on a sponsor "that has based their business model on building communities and enriching lives." The Impact Sponsor Cohort "created purposeful strategies to increase equity and opportunity for their renters, and are executing those strategies with great results." Read more here .  2022 and 2021 Environmental Finance Sustainable Investment Awards: The Bridge Workforce and Affordable Housing Fund I (BWAHF) won Social fund of the year (North America, 2022) for building affordable housing communities "to meet the needs of the growing and priced-out 'missing middle.'" Read more here .

2023-2021 ESG Investing Awards:  BWAHF was announced the winner for the Best ESG Investment Fund: Private Equity category and runner-up for the Best ESG Investment Fund: Real Estate/Property category in 2021. BWAHF was also the winner for Best ESG Investment Fund: Impact Private Markets category in 2023 . Read more here.

*These awards generally require an application process that includes the use of self-reported data. The application process for these awards do not require payment of any fees. If an award is granted, certain fees may apply, including fees in connection with award announcements, printing costs and licensing of award logos. For additional information on the application process, criteria, and selection process for these awards, please see www.esginvesting.co.uk , www.environmental-finance.com ,  www.unpri.org , and www.iamanagementawards.com .

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MODERN CUSTOMER SUCCESS

When was the last time you really took a hard look at your Customer Success motion? Modern CSM strategies can drive:

• Upsell revenue at ~50% the Customer Acquisition Cost (CAC) of new logos
• Expansion revenue at ~30% the CAC
• Net dollar retention exceeding 107%

Client Story: Adding an outside, experienced perspective.

Client Story: For adoption, cookie-cutter won't work.

"What I think The Bridge Group gives you is a sanity check before you pour the foundation. It's about understanding the dimensions before you build something." - Travis Huch , VP of Customer Success | Zuora

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Bridge Group 2017 SaaS AE Metrics Report

• by David Skok

Since 2007, The Bridge Group has tracked the Account Executive (AE) role and gathered data on how metrics and compensation change over time. We’ve partnered together to publish the 2017 SaaS AE Metrics Report and offer sales organizations a set of benchmarks to compare themselves against industry standards.

This report offers specific analysis and recommendations based on a deep dataset to help inform the way SaaS companies build out their inside sales strategy and consider changes to their sales organization.

Read on for an overview and highlights from the report, and  click here to download the full report.

About the companies who participated

• 384 executives from a broad diversity of SaaS companies participated
• 89% with headquarters in North America
• $27M median revenues
• $25K median annual contract value (ACV)
• 60 day median average sales cycle

Group Structure

Designing ae territories.

Building territories based on geography remains the leading approach. This method makes lead distribution and routing easy. While there is a belief that geographic territories are entirely a hold-over from a bygone era, that’s not entirely true. There are clear pluses to geographic territories, including time zone alignment and local sub-verticals (e.g., Startups in San Francisco, higher education in New England, oil & gas in the Gulf Coast, etc,).

I personally prefer the idea of assigning geographical territories to reps as the company gets larger, as they can then develop territory plans, identify the best accounts in their territory and create plans for how to win each of them in a prioritized fashion.

At roughly $25-50M in revenues, territory design increases in complexity — the percentage of respondents using No Territories and Round-robin falls by half, while usage of Vertical Territories and Named Accounts more than double.

The approach that has been deployed most successfully here is to keep things simple, until you can’t .  The no territories approach that served you well up to $10M ARR might hinder your growth to $100M.

Outbound sales development

Companies with ACVs above $25K were divided into two groups: those sourcing more than half of pipeline from outbound sales development and those sourcing less. Results indicated that AEs in the “more than half” group have 19% higher quotas.

SDRs + AEs + CSMs

34% of companies support the customer lifecycle with three distinct sales roles: SDRs, AEs and CSMs. When  companies under $5M in revenues are removed, that number rises to 40%. Beyond $20M in revenue, it is surprising how little variation there is in deploying this approach.

Average contract value, as you might expect, has a pronounced impact on the likelihood of three-role specialization. Even when already controlling for company revenues, this approach grows more likely to be deployed as ACV rises.

It is worth noting that the majority of companies have not adopted this approach. Judging exclusively by information offered in blog posts and shared from conference stages, one might infer this strategy is nearly universal, but data from this report does not bear this out.

Reps in multiple locations

49% of groups have reps in the same role working in different locations.  The drivers are as you might expect. Offices are added via acquisitions. And increasingly, there is difficulty in recruiting and retaining talent at headquarters (two examples being San Francisco-based Slack opening their Toronto, Ontario office and NYC-based DigitalOcean with its Cambridge, MA office).

In the IF / THEN table above, the most common secondary office locations are indicated based on primary office location.

Unlike previous years’ findings, companies investing in secondary sales locations are not finding much cost savings. In fact, on-target earnings at secondary locations were nominally higher than those at primary locations. Clearly, this is more often an access to talent play than a cost-cutting maneuver.

Ramp and Retention

Virtually unchanged since 2010, average rep tenure sits at 2.4 years. Average tenure rises alongside ACV. In theory, these two metrics should be unrelated, but the finding persisted when even when controlling for company revenues, on-target earnings, and other factors.

Total turnover fell slightly from 2015 and now averages 30%, with involuntary attrition making up slightly more than half of that. For this report, involuntary turnover is defined as attrition resulting from termination and voluntary turnover being attrition initiated by the rep (e.g., resignation). Respondents were asked to exclude promotion and/or internal transfers from these calculations.

Compensation and Quota

Ae compensation.

Median OTE now exceeds $110K.  Continuing a seven-year trend, total compensation rose to record highs in 2017. The average base salary was $62K, with on-target earnings of $126K.

The percentage of reps with six-figure OTEs has been steadily rising. Noted for the first time this year are median on-target earnings exceed $110K.

Average annual quota was found to be $770K in ACV. The median response came in slightly lower at $690K. Excluding companies below $10M in revenues, average annual quota rises to $850K.

On average, quota was found to be 5.3X OTE. Another good check, your quota should be about five times greater than the on-target earnings of your salesperson. (For the highest performing companies, it is not unusual to see quotas in the 6-8X OTE.)

Quotas are on the rise

As ACVs rise, so do quotas. It is worth mentioning that quotas in each ACV band increased from 2015 to 2017. The average increase being roughly 8%.

Accelerators & decelerators

Taking a closer look at the various compensation plans, four types are found: flat, gradual, sharp, and steep.

• Flat plans are just that – flat. They pay 1X linearly across attainment. Hit 80% of quota, earn 1X the base rate. 37% of plans are flat.
• Gradual plans often use accelerators and sometimes decelerators. Their most prominent characteristic is accelerating gradually. Hit 80% of quota, earn .9X the base rate. Hit 130%, earn 1.25X. 24% of plans are gradual.
• Sharp plans nearly always use accelerators and decelerators. Their most prominent characteristic is acceleration for overachievement. Hit 80% of quota, earn .6X the base rate. Hit 130%, earn 1.4X. 28% of plans are sharp.
• Steep plans always use accelerators and decelerators and almost always have cliffs. Their most prominent characteristic is significant acceleration for overachievement. Hit 80% of quota, earn .4X the base rate. Hit 130%, earn 1.8X. 11% of plans are steep.

Once a salesperson exceeds their quota, they have covered their costs, and start to become extremely profitable to the company. So rewarding high performance with accelerators can make good financial sense. Accelerators and other awards can also help attract the best talent. It can be a big help to recruiting to have stories floating around of reps who have made big money.   

Activity & Technology

Demos per week.

As you might expect, the higher the ACV, the fewer demos per AE per week.

Controlling for ACV, we compared those groups supported by SDRs to those without SDR support. It was expected that results would indicate a large uplift for the latter, but that was not the case. SDR-supported AEs reported only 0.8 more demos per week, on average.

Technology adoption

Email automation and tracking, contact data and account intelligence, and contract e-signature tools are the furthest along on the adoption lifecycle. These classes of technologies are the only three to have crossed into the late majority stage.

All of the remaining technologies (but one) have “crossed the chasm” into the early majority phase of adoption. Gamification and leaderboards sit right on the cusp, but today remain in the early adopter stage.

Spend on technologies

On average, companies reported spending $477 per AE per month on acceleration technologies. Here is an analysis of the most common bundles:

For under $100 in monthly spend, the most common double-play includes:

• Email automation, tracking, and cadence
• Contact data and account intelligence

For under $250 monthly, the most common triple-play includes:

• Contract e-signature

For under $500 monthly, the most common four technologies include:

• LinkedIn Sales Navigator

For under $1000 monthly, the most common bundle includes:

• Dialers / Click-to-Dial
• Call recording and conversation analytics

Sales Leadership

First-line leadership.

As a rule, AEs at companies below $5M in revenue are much more likely to report directly to VP or C-level leaders (53% of respondents versus 8% at companies above $50M.)

Think about just how rare it is to find someone who combines vision, business acumen, and the ability to inspire others. But, that is exactly what a sales leader needs to possess. To set the stage, here is the Bridge Group’s take on the levels of sales leadership:

Manager to rep ratio

On average, 7.2 AEs report to a single leader. This is up from 2015 and a continuation of a long-term rise.

As a general rule, the higher the company revenues, the more AEs a single leader supports. Logically, this is sound. As companies find product market fit and grow, there are more moving pieces and evolving processes. AEs need a lot more individual attention. Once a company has moved from identifying repeatable and scalable to growing and expanding, leaders tend to become less hands-on, at least in theory.

Leadership challenges

Respondents were asked to identify their top two challenges in managing AE groups. Below are the results and how they’ve changed since 2012. Notice the remarkable consistency of the top four challenges.

Click here to download the full report.

If you enjoyed reading this post, you may find the additional resources to be helpful:

• The Sales Development Playbook by Trish Bertuzzi
• Bridge Group 2016 Sales Development Metrics and Compensation Report
• SaaS Sales Compensation: How to Design the Right Plan

An Argument for Specialized Sales Teams — An Interview with Aaron Ross

Inside Sales Best Practices: HubSpot – A Case Study

How Sales Complexity Impacts your Startup’s Viability

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AT&T Resets Millions of Passcodes After Customer Records Are Leaked

Nearly eight million customers and 65.4 million former account holders were affected by the data breach, the company said.

By Aimee Ortiz

The telecommunications giant AT&T announced on Saturday that it had reset the passcodes of 7.6 million customers after it determined that compromised customer data was “released on the dark web.”

“Our internal teams are working with external cybersecurity experts to analyze the situation,” AT&T said . “To the best of our knowledge, the compromised data appears to be from 2019 or earlier and does not contain personal financial information or call history.”

The company said that “information varied by customer and account,” but that it may have included a person’s full name, email address, mailing address, phone number, Social Security number, date of birth, AT&T account number and passcode.

In addition to those 7.6 million customers, 65.4 million former account holders were also affected.

The company said it would be “reaching out to individuals with compromised sensitive personal information separately and offering complimentary identity theft and credit monitoring services.”

AT&T said it reset the passcodes for those affected and directed customers to a site with details about how to reset them. It also said that it was starting a “robust investigation supported by internal and external cybersecurity experts.”

A company representative did not address specific questions about how the breach happened or why it went unnoticed for so long.

TechCrunch, which first reported on the passcode reset , said it informed AT&T on Monday that “the leaked data contained encrypted passcodes that could be used to access AT&T customer accounts.”

TechCrunch said it delayed publishing its article until the company “could begin resetting customer account passcodes.”

In its report, TechCrunch said that “this is the first time that AT&T has acknowledged that the leaked data belongs to its customers, some three years after a hacker claimed the theft of 73 million AT&T customer records.”

AT&T had previously denied a breach of its systems but how the leak happened was unclear, TechCrunch reported.

AT&T said that it did not know whether the leaked data “originated from AT&T or one of its vendors” and that it “does not have evidence of unauthorized access to its systems resulting in theft of the data set.”

The episode comes after AT&T customers experienced a widespread outage last month that temporarily cut off connections for users across the United States for several hours. The Feb. 22 outage affected customer in cities including Atlanta, Los Angeles and New York.

At its peak, there were around 70,000 reports of disrupted service for the wireless carrier, according to Downdetector.com , which tracks user reports of telecommunication and internet disruptions.

A few days later, AT&T offered customers affected by the outage a $5 credit in an effort to “make it right.”

Aimee Ortiz covers breaking news and other topics. More about Aimee Ortiz

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Stopping a Huge Cyberattack?:  A Microsoft engineer noticed something was off on a piece of software he worked on. He soon discovered someone was probably trying to gain access to computers all over the world .

Hoping for an A.I. Productivity Boost:  Economists doubt that A.I. is already visible in productivity data. Big companies, however, talk often about adopting the technology to improve efficiency .

Cashing In on Graffiti:  Brands, developers and even officials are embracing the global appeal of street art , but the boom comes with questions about preserving a neighborhood’s cultural cachet.

Altering San Francisco’s Course:  The deep pockets of the tech investor Garry Tan are valued by his allies, but his pugnacious online habits  are creating plenty of enemies in the city he says he wants to save.

A C.E.O.’s Bold Claims:  Amira Yahyaoui, a human rights activist, promoted the success of her student aid start-up, Mos. Some of her statements do not add up .

Baltimore bridge collapse wasn't first major accident for giant container ship Dali

Propulsion failed on the cargo ship that struck the Francis Key Bridge in Baltimore early Tuesday as it was leaving port, causing it to collapse into the frigid Patapsco River. Its crew warned Maryland officials of a possible collision because they had lost control.

“The vessel notified MD Department of Transportation (MDOT) that they had lost control of the vessel” and a collision with the bridge “was possible,” according to an unclassified Department of Homeland Security report. “The vessel struck the bridge causing a complete collapse.”

An official speaking on condition of anonymity confirmed to USA TODAY that the DHS’ Cybersecurity and Infrastructure Security Agency is working with federal, state, and local officials “to understand the potential impacts of this morning’s collapse of the Francis Scott Key Bridge.”

Clay Diamond, executive director, American Pilots’ Association, told USA TODAY power issues are not unusual on cargo ships, which are so large they cannot easily course correct.

“It’s likely that virtually every pilot in the country has experienced a power loss of some kind (but) it generally is momentary,” Diamond said. “This was a complete blackout of all the power on the ship, so that’s unusual. Of course this happened at the worst possible location.” 

The ship in Tuesday's crash, Dali, was involved in at least one prior accident when it collided with a shipping pier in Belgium.

That 2016 incident occurred as the Dali was leaving port in Antwerp and struck a loading pier made of stone, causing damage to the ship’s stern, according to VesselFinder.com, a site that tracks ships across the world. An investigation determined a mistake made by the ship’s master and pilot was to blame.

No one was injured in that crash, although the ship required repair and a full inspection before being returned to service. The pier – or berth – was also seriously damaged and had to be closed.

VesselFinder reports that the Dali was chartered by Maersk, the same company chartering it during the Baltimore harbor incident.

The 9-year-old container ship had passed previous inspections during its time at sea, but during one such inspection in June at the Port of San Antonio in Chile, officials discovered a deficiency with its "propulsion and auxiliary machinery (gauges, thermometers, etc)," according to the Tokyo MOU, an intergovernmental maritime authority in the Asia-Pacific region.

The report provided no other information about the deficiency except to note that it was not serious enough to remove the ship from service.

Follow here for live updates: Baltimore's Key Bridge collapses after ship strike; construction crew missing: Live Updates

Why did Dali crash into the Baltimore bridge?

Officials said Tuesday they’re investigating the collision, including whether systems on board lost electricity early Tuesday morning, which could be related to mechanical failure, according to a U.S. official who was not authorized to speak publicly.

Accidents at sea, known as marine casualties, are not uncommon, the source told USA TODAY. However, “allisions,” in which a moving object strikes a stationary one with catastrophic results, are far less common. The investigation of the power loss aboard the Dali, a Singapore-flagged vessel, will be a high priority.

In a video posted to social media, lights on the Dali shut off, then turned back on, then shut off again before the ship struck a support pier on the bridge.

Numerous cargo and cruise ships have lost power over the years.

The International Convention for the Safety of Life at Sea requires all international vessels to have two independent sources of electricity, both of which should be able to maintain the ship's seaworthiness on their own, according to a safety study about power failures on ships , citing the International Convention for the Safety of Life at Sea.

The Dali's emergency generator was likely responsible for the lights coming back on after the initial blackout, Diamond said.

“There was still some steerage left when they initially lost power,” he said. “We’ve been told the ship never recovered propulsion. The emergency generator is a diesel itself – so if you light off the generator, that’s also going to put off a puff of exhaust.”

Under maritime law, all foreign flagged vessels must be piloted into state ports by a state licensed pilot so the Dali's pilot is licensed by Association of Maryland Pilots .

Diamond described the incident based on information from the Maryland agency that licensed the pilot aboard the ship. His organization represents that group and all other state piloting agencies in the US.

“The pilot was directing navigation of the ship as it happened,” he said. “He asked the captain to get the engines back online. They weren’t able to do that, so the pilot took all the action he could. He tried to steer, to keep the ship in the channel. He also dropped the ship’s anchor to slow the ship and guide the direction.

“Neither one was enough. The ship never did regain its engine power.”

How big is the Dali ship?

The Dali is a 984-foot container vessel built in 2015 by Hyundai Heavy Industries in South Korea. With a cruising speed of about 22 knots – roughly 25 mph. It has traveled the world carrying goods from port to port.

The ship, constructed of high-strength steel, has one engine and one propeller, according to MarineTraffic.com.

The Dali arrived in Baltimore on Sunday from the Port of Norfolk in Virginia. Before that, it had been in New York and came through the Panama Canal.

It remains at the scene of the collapse as authorities investigate.

Who owns and operates the Dali?

It is owned by the Singapore-based Grace Ocean Pte Ltd but managed by Synergy Marine Group, also based in Singapore. It was carrying Maersk customers’ cargo, according to a statement from the shipping company.

“We are deeply concerned by this incident and are closely monitoring the situation,” Maersk said in the statement. 

Synergy, which describes itself as a leading ship manager with more than 600 vessels under its guidance, issued a statement on its website acknowledging the incident and reporting no injuries among its crew and no pollution in the water. There were two pilots on board and 22 crew members in all, according to Synergy, all of them from India.

USA TODAY reached out to Synergy on Tuesday, but the company did not immediately return a call seeking comment.

Contributing: Josh Susong

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Northeast earthquake

March 27, 2024 - Baltimore Key Bridge collapse

By Kathleen Magramo , Antoinette Radford, Alisha Ebrahimji , Maureen Chowdhury , Elise Hammond , Tori B. Powell and Aditi Sangal , CNN

Our live coverage of the Baltimore bridge collapse has moved here .

Here's what you should know about the Key Bridge collapse

From CNN staff

Officials recovered the bodies of two construction workers who were on Baltimore's Francis Scott Key Bridge when it collapsed early Tuesday morning after a 984-foot-long cargo ship collided into a pillar.

Maryland Gov. Wes Moore called the collapse Wednesday " a global crisis ."

"The national economy and the world's economy depends on the Port of Baltimore. The port handles more cars and more farm equipment than any other port in the country," Moore said.

Here's what you should know:

• The victims: The six people who are presumed dead were from Mexico Guatemala, El Salvador and Honduras, according to Col. Roland L. Butler Jr, the superintendent of Maryland State Police. Two bodies were recovered and have been identified as Alejandro Hernandez Fuentes from Mexico and Dorlian Ronial Castillo Cabrera from Guatemala. The two workers were filling potholes on the bridge and were later found trapped in a red pickup truck in about 25 feet of water, Butler said. The FBI is handling notifying the victims' families, Butler said.
• Recovery efforts: Authorities are pausing search efforts for the four other workers who are presumed dead, because additional vehicles are encased in concrete and other debris, making it unsafe for divers, Butler said. Once salvage operations clear the debris, divers will search for more remains, he said.
• The investigation: The National Transportation Safety Board is leading the investigation into the fatal incident, according to the agency's chair Jennifer Homendy. During a Wednesday news conference, Homendy said there were 21 crew members and two pilots on board the Dali cargo ship when it crashed into the bridge. She also said a senior NTSB hazmat investigator identified 56 containers of hazardous material, and that some containers are in the water. The agency received six hours of voyage data from the ship and the investigation could take 12 to 24 months to complete, Homendy said. She emphasized that NTSB will not analyze information collected or provide conclusions while on scene of the collapse.
• Looking forward: Department of Transportation Secretary Pete Buttigieg said rebuilding the bridge will not be "quick or easy" but that it will get done. He said there are four main focus points ahead: reopening the port, dealing with supply chain issues until its reopening, rebuilding the bridge and dealing with traffic issues until the bridge is rebuilt. Biden  pledged the full support  of the federal government in the response and recovery efforts. His administration has already conveyed a sense of urgency to open up federal funding to remove debris and ultimately rebuild the bridge. Maryland has submitted a request to the Biden administration for emergency relief funds "to assist in our work going forward," Moore said Wednesday.

It's almost impossible to place people on the bow of ship due to the unstable structure, fire official says

 From CNN's Sarah Engel

Baltimore City Fire Chief James Wallace said Wednesday that the cargo ship's bridge structure and containers at the bow remain unstable.

"It's going to be very difficult, if not impossible, and very dangerous, to place people on the bow of that boat right now," Wallace told CNN's Kaitlan Collins.

"Naturally, we're still very cognizant of the fact that there are hazardous materials on board the vessel itself," Wallace said, alluding to the National Transportation Safety Board saying earlier that 56 containers were carrying hazardous materials.

Wallace said his team is relying heavily on aerial recognizance, including drones. "That's the only way we're able to see in," he said.  

He added that the aerial surveillance has "been able to really assure us right now we have no [chemical] reactions on board." 

"It's just utter devastation," NTSB chief says of the bridge collapse site

From CNN's Aditi Sangal

Jennifer Homendy, chair of the National Transportation Safety Board, called the site of the Key Bridge collapse "devastating."

"It's pretty devastating, certainly, seeing not just what's going on with the cargo containers, but just looking at what was a bridge span — three bridge spans that is pretty much gone. It's just utter devastation," she said at Wednesday evening's news briefing.

She added that she is thinking of families who lost loved ones and those who are waiting to reunite with their lived ones.

NTSB interviewed the Dali's captain and some other crew members today, agency chief says

The National Transportation Safety Board has interviewed the ship's captain, his mate, the chief engineer and one other engineer today, according to Chair Jennifer Homendy.

The two pilots on board the Dali at the time of collision will be interviewed tomorrow, she added.

Cargo ship's voyage data recorder is basic when compared to an airplane's, NTSB chair says

From CNN's Tori B. Powell

The voyage data recorder on the cargo ship Dali was a "newer model" but is considered basic when compared to that on an airplane, according to National Transportation Safety Board Chair Jennifer Homendy.

"But it is very basic compared to say, a flight data recorder, where we would have 1,000 parameters," she said at a news conference on Wednesday.

The NTSB chief investigator Marcel Muise added:

"It's not a ship-wide system recorder, so most of the sensors that are being recorded are from the bridge. So things like GPS, the audio, rudder feedback, rudder commands are recorded on there. But not engineering, the temperature of each cylinder, power distribution sensors."

There were no tug boats with Dali at the time of the collision. That's normal, NTSB chief says

There were no tugs with Dali when the cargo vessel collided with Baltimore's Key Bridge, which is normal protocol, according to National Transportation Safety Board Chair Jennifer Homendy.

Remember: At 01:26:39 on Tuesday, Dali's pilot made a general very high frequency (VHF) radio call for tugs in the vicinity to assist, the NTSB investigator Marcel Muise had said.

"The tugs help the vessel leave the dock, leave the port and get into the main ship channel. And then they leave. Once it's on its way, it's a straight shot through the channel. So there are no tugs with the vessel at the time. So they were calling for tugs," she said.

NTSB chair says she saw some containers that were carrying hazardous materials in the water

National Transportation Safety Board Chair Jennifer Homendy said she did see some of the 56 containers that were carrying hazardous materials in the water.

When asked how many

When asked how many containers of hazardous materials were in the water, Homendy said:

"I did see some containers in the water, and some breached significantly on the vessel itself," she said. "I don't have an exact number, but it's something that we can provide in an update."

Homendy said that a preliminary report should be out in two to four weeks.

This post has been updated with more quotes from Homendy.

Bridge did not have any redundancy, unlike the preferred method for building bridges today, NTSB chair says

Baltimore's Key Bridge did not have any redundancy, which is included in the preferred method of building bridges in the present day, according to National Transportation Safety Board Chair Jennifer Homendy.

"The bridge is a fracture critical," she explained. "What that means is if a member fails that would likely cause a portion of, or the entire bridge, to collapse, there's no redundancy. The preferred method for building bridges today is that there is redundancy built in, whether that's transmitting loads to another member or some sort of structural redundancy. This bridge did not have redundancy," Homendy said.

There are 17,468 fracture critical bridges in the United States out of 615,000 bridges total, she said, citing the Federal Highway Administration.

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What we know about the container ship that crashed into the Baltimore bridge

• The ship that crashed into the Francis Scott Key Bridge on Tuesday was the Singapore-flagged Dali.
• The container ship had been chartered by Maersk, the Danish shipping company. 
• Two people were recovered from the water but six remain missing, authorities said.

A container ship crashed into a major bridge in Baltimore early Tuesday, causing its collapse into the Patapsco River.

A livestream showed vehicles traveling on the Francis Scott Key Bridge just moments before the impact at 1:28 a.m. ET.

Baltimore first responders called the situation a "developing mass casualty event" and a "dire emergency," per The Associated Press.

James Wallace, chief of the Baltimore Fire Department, said in a press conference that two people had been recovered from the water.

One was uninjured, but the other was transported to a local trauma center in a "very serious condition."

Wallace said up to 20 people were thought to have fallen into the river and some six people were still missing.

Richard Worley, Baltimore's police chief, said there was "no indication" the collision was purposeful or an act of terrorism.

Wes Moore, the governor of Maryland, declared a state of emergency around 6 a.m. ET. He said his office was in close communication with Pete Buttigieg, the transportation secretary.

"We are working with an interagency team to quickly deploy federal resources from the Biden Administration," Moore added.

Understanding why the bridge collapsed could have implications for safety, in both the shipping and civil engineering sectors.

The container ship is the Singapore-flagged Dali, which is about 984 feet long, and 157 feet wide, per a listing on VesselFinder.

An unclassified Cybersecurity and Infrastructure Security Agency report said that the ship "lost propulsion" as it was leaving port, ABC News reported.

The crew notified officials that they had lost control and warned of a possible collision, the report said, per the outlet.

The Dali's owner is listed as Grace Ocean, a Singapore-based firm, and its manager is listed as Synergy Marine, which is also headquartered in Singapore.

Shipping news outlet TradeWinds reported that Grace Ocean confirmed the Dali was involved in the collapse, but is still determining what caused the crash.

Related stories

Staff for Grace Ocean declined to comment on the collision when contacted by Business Insider.

"All crew members, including the two pilots have been accounted for and there are no reports of any injuries. There has also been no pollution," Synergy Marine said in a statement.

The company did not respond to a request for further comment from BI.

'Horrified'

Maersk chartered the Dali, with a schedule for the ship on its website.

"We are horrified by what has happened in Baltimore, and our thoughts are with all of those affected," the Danish shipping company said in a statement.

Maersk added: "We are closely following the investigations conducted by authorities and Synergy, and we will do our utmost to keep our customers informed."

Per ship tracking data, the Dali left Baltimore on its way to Colombo, the capital of Sri Lanka, at around 1 a.m., about half an hour before the crash.

The Port of Baltimore is thought to be the largest in the US for roll-on/roll-off ships carrying trucks and trailers.

Barbara Rossi, associate professor of engineering science at the University of Oxford, told BI the force of the impact on one of the bridge's supporting structures "must have been immense" to lead to the collapse.

Dr Salvatore Mercogliano, a shipping analyst and maritime historian at Campbell University, told BI: "It appears Dali left the channel while outbound. She would have been under the control of the ship's master with a Chesapeake Bay pilot onboard to advise the master.

"The deviation out of the channel is probably due to a mechanical issue as the ship had just departed the port, but you cannot rule out human error as that was the cause of the Ever Forward in 2022 just outside of Baltimore."

He was referring to the incident two years ago when the container ship became grounded for a month in Chesapeake Bay after loading up cargo at the Port of Baltimore.

The US Coast Guard found the incident was caused by pilot error, cellphone use, and "inadequate bridge resource management."

Claudia Norrgren, from the maritime research firm Veson Nautical, told BI: "The industry bodies who are here to protect against incidents like this, such as the vessel's flag state, classification society, and regulatory bodies, will step in and conduct a formal investigation into the incident. Until then, it'll be very hard for anyone to truly know what happened on board."

This may not have been the first time the Dali hit a structure.

In 2016, maritime blogs such as Shipwreck Log and ship-tracking site VesselFinder posted videos of what appears to be the stern of the same, blue-hulled container vessel scraping against a quay in Antwerp.

A representative for the Port of Antwerp told BI the Dali did collide with a quay there eight years ago but couldn't "give any information about the cause of the accident."

The Dali is listed as being built in 2015 by Hyundai Heavy Industries in South Korea.

Watch: The shipwreck at the center of a battle between China and the Philippines

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Group raises over $15 million for Key Bridge collapse relief efforts

A group of Baltimore businesses and community organizations has raised over $15 million for families, workers and businesses impacted by the Francis Scott Key Bridge collapse through a recently formed alliance.

The Maryland Tough Baltimore Strong Alliance is made up of over 80 members and includes the Greater Baltimore Committee, the Baltimore Community Foundation, the Maryland Chamber of Commerce, the Maryland Philanthropy Network and the Baltimore Civic Fund.

The alliance raised a combined $15 million for relief efforts. The money will be used to pay workers idled by delays at the Baltimore port.

On Friday, the Orioles and Ravens said they will donate a combined $10 million to the fund. with each team giving $5 million. The Baltimore Sun is donating $50,000. In addition to The Sun’s donation, Fox 45 News/Sinclair and Atlas Restaurant Group each will donate $50,000 to the recovery fund. And The David D. Smith Family Foundation and MileOne Autogroup will donate $100,000 each to the fund. David Smith, executive chairman of Sinclair Broadcasting Group, owns The Sun.

The Baltimore City’s Mayor’s Office of Immigrant Affairs, known as MIMA, has raised over $450,000 in donations with the Baltimore Civic Fund. Money raised will be distributed to the families of those impacted, according to the donation website . Thoselooking to give should contact Director of Partnerships Rachel Donegan at [email protected] .

Here are updates on other fundraising efforts:

The League of United Latin American Citizens, a civil rights organization, has raised over $39,000 through GoFundMe.

Brawner Builders has pulled in over $85,000 in donations. The contracting business, where the six construction workers who died March 26 were employed, is providing relief to the families of their employees involved in the collapse through a GoFundMe.

The Archdiocese of Baltimore has worked with the Esperanza Center, operated by Catholic Charities, to raise over $18,000 for the ongoing needs of the families and others in the city who face job losses through a relief fund . The ministry of the Apostleship of the Sea has raised over $47,500 to support the crew of the Dali and other maritime workers.

The family of José López, one of the six men presumed dead as part of the bridge construction crew, raised $44,011 through a GoFundMe which they have taken down due to personal reasons.

Christopher Heller has raised over $24,000 via a GoFundMe for his friend and another one of the fallen construction workers, Maynor Suazo Sandoval, for Sandoval’s wife and three daughters.

The United Way of Central Maryland has raised $20,000.

Baltimore Sun reporters Maya Lora and Jacob Meyer contributed to this report.

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Moscow Sky Lights Up With Strange Glow After Explosion at Electrical Substation: Reports

N ew footage has emerged showing bright flashes lighting up the night sky in southern Moscow during the early morning hours of November 22.

Knewz.com has learned that there was an explosion at an electrical substation on the outskirts of Russia's capital city followed by an alleged power outage in "several" homes.

Video snippets, shared on Russian news channels like ASTRA , captured a series of flashes that caused the sky to change color. Smoke could also be seen rising from a building.

Corroborating the video, several Russian Telegram accounts reported an explosion near the south of Moscow and a subsequent fire at the Lyublino electrical substation, southeast of central Moscow, per Newsweek .

The local authorities from the area have since confirmed that an explosion occurred in the village of Molokovo, but they reassured the public that all vital facilities were operating as normal.

Russian outlet MSK1.ru reported the blaze at the substation and noted “several” power outages.

The town of Lytkarino, located to the southeast of Moscow, was one of the affected areas, as reported by the independent outlet, Meduza .

Additional power failures were reported in the southern Domodedovo section of the city. However, electricity was later restored to these areas.

One local resident speculated that a drone may have been responsible for the explosion, but additional sources are yet to support this theory.

Newsweek reported that messages on the ASTRA Telegram account run by independent Russian journalists showed residents near the substation panicking. One concerned Russian called it a "nightmare."

The incident follows an attack by Russia on a power station in southwestern Ukraine that left 2,000 people without electricity .

Knewz.com reported previously:

“ Russian forces launched a total of 38 Iranian-made Shahed-136/131 drones during the later hours of November 17 and 18.

The Ukrainian Air Force Command reported that 29 of these drones were shot down [...].

One civilian was injured as a result of the attack that targeted energy infrastructure in the southwestern Odesa Oblast.”

The assault came after repeated warnings by Ukraine’s President Volodymyr Zelensky that Russia would try to cripple its power grid as winter approaches.

Ukraine's leader warned that if Russia resorted to attacking its power utilities, it would respond in kind.

Ukraine has conducted numerous long-range aerial drone strikes on Moscow since May 2023.

Most recently on November 20, it was reported that one such incursion was intercepted close to the city, per Kyiv Post .

Moscow’s Mayor Sergei Sobyanin confirmed this and elaborated that the region's air defense systems intercepted the unmanned craft over the city of Elektrostal to the east of Moscow, as well as another over the Bogorodsky district, northeast of central Moscow.

The details of the recently surfaced video footage have yet to be independently verified.

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