Free GTM Tool
Most plans set a revenue number and then guess at pipeline. This works the other direction: from your ARR target back to the pipeline you need, split by segment, with each segment's sales cycle lag applied. That last step is why teams find out in Q3 that Q4 was decided in Q2.
Use net new ARR, not total revenue. Renewals and expansion follow different math.
Each segment has its own mix, deal size, win rate, and sales cycle in days. Add product lines, ICPs, or any cut that helps you plan more precisely.
Coverage is not a convention. It is the reciprocal of your win rate, and the 3x rule of thumb only holds if you win a third of what you work.
Top row is when pipeline has to be created. Bottom row is when that revenue lands. The hatched bars sit before your plan start, which means that pipeline was supposed to exist already.
Pipeline created
Revenue lands
Read this as a build schedule, not a forecast. Each row is pipeline you have to originate that month for revenue to land on time.
Where the plan tends to break.
The math behind the tool, and the assumptions worth challenging.
Coverage equals 1 divided by your win rate. A 20% win rate requires 5x coverage, a 25% win rate requires 4x, and a 33% win rate requires 3x. The common 3x rule of thumb only holds if you win roughly a third of the opportunities you create, so most teams planning to 3x are structurally underbuilt and do not find out until two quarters later.
Divide your net new ARR target by your win rate. A $6M target at a 22% win rate requires roughly $27.3M of pipeline. Divide required pipeline by average deal size to get the opportunity count you need to create, then back up the funnel by your stage conversion rates to get SQL and MQL targets.
Pipeline created in a given month does not close until one full sales cycle later. With a 120 day cycle, revenue landing in the first four months of a plan depends entirely on pipeline that had to exist before the plan started. No campaign launched on day one can touch it. This is the single most common blind spot in annual planning.
Segment it. Inbound, outbound, rep sourced, and partner sourced pipeline rarely convert within ten points of each other, and each carries a different sales cycle. A single blended average overstates the weak channel and starves the strong one. It also hides which segment needs the most pipeline, which is usually where the plan actually breaks.
Use opportunities won divided by all opportunities created in a cohort. Using won divided by won plus lost excludes stalled and no-decision deals, which inflates the rate and understates how much pipeline you need. If your CRM reports the flattering version, your coverage requirement is higher than this tool shows.
Most enterprise reps hold roughly 12 to 20 live opportunities before stage slippage sets in. Concurrent load is new opportunities per month multiplied by the sales cycle in months, divided by quota carrying reps. If that number runs past about 20, your constraint is headcount, not pipeline, and adding demand will not fix it.
Yes. No signup, no email gate, no account. Nothing is stored and nothing is sent anywhere. The full model exports to an Excel workbook with six tabs and live formulas, driven by a single plan start date so you can move it and everything recalculates.
Six tabs, formulas intact, driven by the plan start date so you can move it and everything recalculates.
This tells you how much pipeline you need. It does not tell you whether your team, budget, and positioning can produce it. That is what the diagnostics are for.