The problem this solves
The symptoms are consistent across companies: deals stuck in the same stage for months, stage names that describe paperwork rather than buyer commitment, forecasts assembled from rep optimism instead of pipeline evidence, and quarter-end surprises that everyone privately expected. Meanwhile qualification happens by instinct, so weak deals absorb the same energy as winnable ones and the pipeline number becomes a comfort metric rather than a planning tool.
How we work
We look at the sales motion from two angles. First the system: pipeline structure, stage definitions, exit criteria, required fields, and how deals actually move through them based on CRM history. Deals that skip stages, age silently, or travel backwards tell us more than any process document.
Second the behaviour: we interview reps and sales leadership, sit in on pipeline reviews where possible, and compare the process people describe with the process the data shows. Qualification rigor, follow-up discipline, and forecast method all get examined against evidence.
The output is a pipeline health scorecard and a findings report that separates structural problems, like stages that measure nothing, from execution problems, like qualification that never happens. Each finding comes with a concrete recommendation, so the report reads as a work plan rather than a critique.
Deliverables
- Pipeline health scorecard covering stage aging, slippage, and hygiene
- Stage definition and exit criteria review against actual deal movement
- Qualification practice assessment based on rep interviews and deal data
- Forecast reliability analysis comparing past forecasts with actual results
- Prioritized fix list separating structural fixes from coaching needs
What buyers ask before scoping.
How is this different from the Funnel Conversion & Lifecycle Audit?
The funnel audit covers the full journey from first touch onward and finds where leads leak before and between teams. This audit zooms into the sales pipeline itself: deal qualification, stage discipline, and forecasting. If your problem statement starts with the forecast keeps missing, this is the one.
Do you need to talk to our sales reps directly?
Yes, and it matters. CRM data shows what happened; reps explain why. The gap between the documented sales process and what reps actually do is usually the most valuable finding in the audit, and it only surfaces in conversation. We keep interviews short and structured, typically thirty to forty-five minutes per person.
Does this work if we are not on HubSpot?
Yes. The method is CRM-agnostic: we need deal history, stage timestamps, and access to the people running the pipeline. That said, we know HubSpot deepest, having worked in it since 2021, so on HubSpot portals the analysis goes further into automation, required fields, and reporting configuration.
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