Solutions / Sales and marketing
Revenue · Pipeline · Spend
Pipeline, quota, territory, capacity and spend planned on the same model finance forecasts from. When sales moves a number, the margin and cash impact is visible the same day, and nobody arrives with a different version of the truth.
Connects to your CRM and marketing platforms. Live in hours.
Sales, marketing and finance working from one set of numbers, with the agents doing the reconciliation at every step. So the forecast review is about decisions, not definitions.
01When the year is set
Build the plan up from pipeline, segment and run rate, and against the target coming down from the board. Both sit on one model, so the gap between them becomes a number rather than an argument between two spreadsheets.
Explore revenue planning
Revenue Plan
£5.10M
Top down target
£4.92M
Bottom up plan
£180K
Unreconciled gap
2
Segments driving the gap
Top Down vs Bottom Up
£K · FY2026 · bottom up built from pipeline and run rate · gap −£180K
| Segment | Target | Pipeline | Run rate | Gap | % | |
|---|---|---|---|---|---|---|
| Enterprise | 1,850 | 1,320 | 540 | +10 | +0.5% | On track |
| Mid-market | 1,420 | 930 | 380 | −110 | −7.7% | At risk |
| SMB | 640 | 310 | 335 | +5 | +0.8% | On track |
| Renewals | 620 | — | 624 | +4 | +0.6% | On track |
| Expansion | 310 | 180 | 131 | +1 | +0.3% | On track |
| Partner channel | 260 | 140 | 30 | −90 | −34.6% | At risk |
| Revenue plan | 5,100 | 2,880 | 2,040 | −180 | −3.5% |
AI Overview
PlannerBottom up is £180K short of the target. Mid-market and partner channel account for all of it.
02Before the year starts
Set quota by rep, segment and territory with ramp and attrition built in, and see straight away whether what you have assigned adds up to the number finance is forecasting. Overassignment becomes a choice, not an accident.
Explore quota planningQuota & Territory
£5.40M
Assigned quota
£5.10M
Revenue plan
45
Quota carrying reps
2.5x
Blended coverage
Quota and Coverage by Region
£K · FY2026 · quota assigned against ramp adjusted capacity · overassignment 6%, documented
| Region | Reps | Ramp | Quota | Capacity | Coverage | |
|---|---|---|---|---|---|---|
| UK | 18 | 2 | 2,160 | 2,050 | 3.1x | On track |
| EMEA | 12 | 3 | 1,440 | 1,310 | 2.2x | On track |
| KSA | 6 | 2 | 780 | 610 | 1.4x | At risk |
| APAC | 9 | 1 | 1,020 | 960 | 2.6x | On track |
| Total | 45 | 8 | 5,400 | 4,930 | 2.5x |
AI Overview
AnalystKSA coverage is 1.4x, below your 2x threshold. Two of six reps are still ramping, so capacity is £170K short of quota.
03Every week
Pipeline is read from your CRM continuously and converted using how your own deals have behaved by segment, source and size. Coverage, slippage and win rate are tracked as drivers instead of a monthly guess.
Explore pipeline forecastingPipeline & Forecast
£11.8M
Open pipeline
24.1%
Blended win rate
£3.90M
Secured backlog FY
£212K
Projected shortfall
Revenue Run Rate & Coverage
£M per quarter · £4.92M forecast · Q4 only 59% secured
Conversion by Segment
From your own deal history · last 8 quarters
| Segment | Win rate | vs PY |
|---|---|---|
| Enterprise | 26.8% | −1.9 |
| Mid-market | 21.4% | −5.2 |
| SMB | 29.1% | +0.6 |
| Partner | 16.2% | −4.4 |
| Blended | 24.1% | −3.3 |
AI Overview
AnalystWin rate is down 3.3 points on last year, mostly mid-market. On current coverage, Q3 lands £212K light.
04As hiring plans change
Productive capacity is not headcount. Hiring phasing, time to productivity and attrition are modelled together, so you see the revenue the team can actually carry against the revenue you have promised.
Explore capacity planningSales Capacity
45
Quota carrying reps
£4.76M
Productive capacity
£340K
Capacity gap
18%
Annual attrition assumed
Capacity vs Revenue Target
£K per month · capacity runs £340K short of target by December · hiring lead time 11 weeks
AI Overview
PlannerCapacity is £340K short of target. Hiring two reps a quarter earlier closes it; delaying widens the gap by £410K.
05Every campaign
Channel and campaign spend sits next to the pipeline it produced, the revenue that closed and the cash it consumed. CAC and payback are calculated on the same definitions finance uses, so there is one scoreboard.
Explore marketing planningMarketing Performance
£842K
Marketing spend YTD
£6.4M
Pipeline generated
£1.54M
Closed revenue
14.2 mo
CAC payback
Spend and Return by Channel
£K · YTD · spend +£84K over plan · payback calculated on the finance definition
| Channel | Plan | Actual | Pipeline | Closed | Payback | |
|---|---|---|---|---|---|---|
| Paid search | 220 | 248 | 1,900 | 460 | 11.2 mo | On track |
| Events | 180 | 226 | 1,300 | 310 | 16.8 mo | At risk |
| Paid social | 140 | 168 | 900 | 180 | 19.4 mo | At risk |
| Content and SEO | 90 | 84 | 1,400 | 380 | 8.1 mo | On track |
| Partner marketing | 128 | 116 | 900 | 210 | 12.6 mo | On track |
| Marketing total | 758 | 842 | 6,400 | 1,540 | 14.2 mo |
AI Overview
AnalystCAC payback is 14.2 months against a 12 month threshold. Events and paid social carry the whole overrun.
06Before every review
When sales moves a number, the margin and cash impact shows up in the finance plan the same day. Drift between the two forecasts is flagged as it happens, with the assumption responsible named.
Explore reconciliationRevenue Reconciliation
£4.92M
Sales forecast Q3
£4.71M
Finance forecast Q3
£212K
Gap to reconcile
£186K of it
Largest driver
Sales vs Finance Forecast
£K · Q3 FY26 · gap found in the model, not at the review · margin impact if sales is right +£79K
| Region | Sales | Finance | Gap | Driver | Margin | |
|---|---|---|---|---|---|---|
| UK | 1,980 | 1,962 | +18 | Deal timing | +7 | On track |
| EMEA | 1,240 | 1,226 | +14 | Discount mix | +5 | On track |
| KSA | 862 | 676 | +186 | Ramp timing | +69 | At risk |
| APAC | 840 | 846 | −6 | Renewal date | −2 | On track |
| Q3 total | 4,922 | 4,710 | +212 | +79 |
AI Overview
AnalystSales and finance are £212K apart on Q3, and £186K of it is KSA ramp timing. Margin impact if sales is right: +£79K.
Then the next quarter starts. From one revenue number both teams already agree on.
Plan sales, marketing, or both. Every application sits on the same model finance forecasts from, so nothing needs reconciling afterwards.
Sales
Revenue plans, quota, territory and capacity that add up to the number finance is forecasting.
One revenue model
Shared with finance
Fed by
Marketing
Spend planned against the pipeline it produces and the revenue it closes, on the definitions finance reports.
Same model, same live data. Adding a team is a permission, not a project.
Owns the model. Forecasting, scenarios, reporting, variance and close on one connected view.
ExploreHiring plans, ramp, attrition and cost per head against the capacity your revenue plan assumes.
ExploreDemand, volume, capacity and cost per unit linked to the margin and cash they drive.
ExploreProject budgets, spend to date, forecast to complete and CAPEX phasing in the group plan.
ExploreAnything not covered here, we would rather answer on your own pipeline.
Your own CRM data and your own model. See the coverage, the capacity and the gap between what sales is forecasting and what finance has in the plan, before the next review.
✓ No change for the field
✓ Your data, not a sample dataset
✓ Your segments, as you define them
