T.P. Wright (1936) described the learning curve theory, that repetition of the same operation results in less time or effort expended on that operation.  While many studies have examined the learning curve under various situations such as manufacturing (e.g., Argote and Epple, 1990) and customer service (Dart, Argote, and Epple, 1995), surprisingly little attention has been given to companies for whom learning is an imperative for immediate survival – those companies with very few accumulated resources and therefore little time to learn before organizational collapse.  Leslie and Holloway’s (2005) “Enterprise Sales Learning Curve” attends to early-stage companies by addressing factors within the organizational learning system, but with a rather static approach to the inherently dynamic learning phenomenon.  This paper animates Leslie and Holloway’s framework and addresses the key question: “How do early stage companies allocate their scarce resources to accelerate the progress of their sales learning curve?”