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