Revenue Planning
Connect the bookings target to pipeline, conversion assumptions, and the selling work required.
SALES APPLICATIONS
The plan is ambitious. Make the work possible.
Bring the bookings plan, selling effort, and available people into the same review. See whether the next move is more pipeline, more capacity, or a better allocation of work.
01Pipeline
Does it support the target?
02Capacity
Can the team do the work?
03Allocation
Is the right person carrying it?
The decision in focus
The team has capacity. Maya is still overloaded.
The same four-week window shows 360 hours of selling work and 380 hours of effective capacity. But Maya has 110 hours of work and only 100 hours available.
Current allocationProposed allocation if approved
Maya
110%110 / 100 h
92%110 − 20 + 2 h handover
Leo
70%70 / 100 h
92%70 + 20 + 2 h handover
0–120% workload · vertical mark = effective capacity
Keep Riverton with Maya. Review Cedar’s move to Leo.
Protect the strategic relationship. Confirm territory fit, weekly capacity, and ownership and commission-credit approval. Both sellers’ handover effort is included.
When the evidence changes
A deal slips. The average improves. The weekly constraint remains.
Moving 12 hours of Riverton’s validation into the next period brings Maya to 98 / 100 hours overall. Week 1 still needs 29 hours against 25 available. Recheck the timing, not just the total.
SALES PORTFOLIO
From bookings target to seller workload.
Is the constraint the pipeline—or who is carrying it?
Sales Capacity
Turn opportunity demand into workload. Compare it with available seller hours, including ramp and leave.
View exampleDeal Allocation
Compare ownership alternatives against territory fit, relationship continuity, and receiving capacity.
Opportunity Intelligence
Bring material deal risks into review with their evidence, accountable owner, and decision boundary.
A shared operating basis
Protect the deal. Make the tradeoff visible.
A team average can hide a local constraint. Keep the selling work, the account relationship, and the rules behind the proposed move in view.
Explore the platform
- 01Pipeline, accounts, ownership, and available selling hours
- 02Selling effort, ramp, territory fit, and receiving limits
- 03Sales, RevOps, and Finance review the same decision basis
The first useful review
Start with your next allocation decision.
One team. One planning window. A review your Sales, RevOps, and Finance leaders can inspect.
Pipeline & ownershipSeller availabilityCoverage rules
See Professional Services applications →
