Pipeline Check
You sure that's enough pipeline?
Put in your win rate and find out.
Put in your win rate and find out.
Pick the day you're having.
Three times the number in qualified pipeline is the coverage rule most sales organisations plan to. Almost nobody asks where it came from.
It came from a win rate. If a third of the qualified pipeline due in a period closes, 3X covers the number exactly. So 3X is a 33% win rate written down without saying so. A team that wins 20% of what it qualifies needs 5X. A team that wins half needs 2X. Planning to 3X with a 20% win rate is hopium with a spreadsheet.
The other assumption is the word qualified. Coverage counts pipeline that would survive a hard question about the customer, the money, the person you're talking to, the path to a purchase order and the reason it happens now. Everything else in the CRM is a conversation. That's why the verdict above ends by sending you to Deal Check: the multiple is only as good as the deals inside it.
A gap is not an instruction to prospect harder. It's a question about sources, and there are four: new accounts and new buying centers, existing customers and adjacent requirements, partners who own relationships and vehicles you don't, and executive plays that open doors a rep can't. The useful planning conversation is which of the four you're over-relying on, and which one you've never seriously worked.
Five questions or a few numbers. About a minute. Nothing typed into a system your boss can see.
No account, no AI, no certification, no methodology to memorize. Each check asks the questions a good VP asks in a review, before the VP does, and ends with a straight answer and one thing to go do. The calculators do the napkin math without the napkin. They grew out of Deal Check, which is still the one to start with.
More are coming. They're free. Use whatever helps.
Short reads on things everybody in tech sales says that deserve a second look.
I've spent a lot of years helping customers buy complicated technology. For six of them I led partner sales teams at AWS. Before that F5, Red Hat, and a couple of storage companies you've probably forgotten. Before all of that, 20 years as a Marine.
Along the way I've been the seller defending the deal, the partner trying to help, the manager asking annoying questions, and the guy one level up explaining why the forecast moved again.
QuotaBird is where I put the things I've found useful. Most of the tools are free. Most take a few minutes. None of them require you to adopt a new sales religion. Use whatever helps.
Rarely just one of them. Usually a couple at the same time, quietly making each other worse.
The forecast call has become the job. Your manager wants a status on everything by noon, the CRM wants a next step on every line, and the customer is the last person you talk to each day.
The pipeline looks better than it really is. Plenty of opportunities in the CRM, but once you ask about budget, timing and who actually wants the thing, the number gets smaller fast.
The partner likes you, but nothing is happening. Plenty of meetings, maybe a joint deck. Nobody can point to the accounts where the two companies are actually trying to win something together.
The team is busy, but there isn't much rhythm. The forecast call happens. The one-on-ones happen. Nobody is sure what the team should do differently this week to make next quarter better.
The number from above doesn't match what you see below. Leadership has a growth number. Your team has a pipeline. You're the one who has to explain why they disagree without sounding like you've already given up.
A team can be behind plan for a lot of reasons. One seller needs help getting in front of customers. Another is doing fine and wants you to stay out of the way. Someone else thinks the year is already gone. Sometimes the rep is fine and the territory, the comp plan or the pipeline they inherited isn't. The useful part is figuring out which one you're dealing with before you fix the wrong one. That's what the tools here do, one deal, one rep, one territory at a time. It's also most of what I do.
Sometimes a calculator isn't enough. If you're stuck on a deal, an account, a partner, a territory, a QBR or a federal problem, I'm happy to look at it with you. Here's exactly how it works:
If I don't think I can help, I'll tell you.
If it's something that takes more than a conversation, we can figure that out too. I also build fedhoo, a federal market research tool.