Revenue Leak Diagnostic
Sample assessment report
Overall Score
Revenue Leaks Present
Your process works, but it leaks at several predictable points. This is the most common result, and the most fixable.
Estimated annual revenue leak
$1,875,000
GSR estimate based on your self-reported answers, not verified against your CRM
Illustrative annual revenue input: $5,000,000. This estimate shows how a self-reported assessment is presented; it is not a prediction or verified loss.
Findings Summary
2 findings · ranked by dollar impact
CONFIRMEDCRM-verified, convergingLIKELYCRM-verified, single signalPOSSIBLEself-reported only
All findings below are self-reported (POSSIBLE confidence). Connect your CRM (early access) to verify these against behavioral data and unlock CONFIRMED and LIKELY signals.
- 01POSSIBLEself-reported
Lead Management & Velocity scored 7/20 (self-reported).
Agree a first-response standard and measure the time from inquiry to first meaningful contact.
- 02POSSIBLEself-reported
Forecasting scored 8/20 (self-reported).
Define evidence required to carry a deal in the forecast, then review stalled opportunities.
Dimension Breakdown
Priority 01 · Possible
Lead Management & Velocity
critical
There is no lead management system. Leads land, sit, and go cold while reps pick what to work by preference. Your pipeline number is not a forecast, it's a list. This is costing you deals you already paid to generate.
What to fix first
- Stop spending on lead generation until routing and follow-up exist; you are filling a bucket with a hole in it
- Install automated routing and a first-response SLA before anything else on this list
- Purge every opportunity with no activity in 60 days, then rebuild the forecast from what's left
- Assign one person to own pipeline hygiene weekly, this fails without a named owner
90-day action: Automated routing live, first response under 4 hours, and a pipeline you would defend to a board.
Priority 02 · Possible
Forecasting & Pipeline Governance
weak
Your forecast is a guess with a spreadsheet around it. At 20-35% variance, you cannot plan hiring, cash, or capacity against it, and neither can your board. Pipeline reviews are happening too infrequently to catch problems while they're still fixable.
What to fix first
- Move to weekly pipeline reviews with stage-specific inspection; monthly is too slow to intervene
- Rebuild the forecast on historical conversion rates by stage rather than rep confidence
- Start structured win/loss analysis now, you are currently losing the same deal repeatedly without knowing it
- Measure and publish pipeline coverage; under 3x, the forecast problem is actually a top-of-funnel problem
90-day action: Forecast variance inside 20% and weekly pipeline reviews running.
Priority 03 · Possible
ICP Precision & Lead Quality
weak
Targeting discipline is thin. On GSR benchmarks, 30–40% of pipeline effort at this level goes to prospects who were never going to buy.
What to fix first
- Interview your 10 best customers and document why they actually bought
- Build an ICP with firmographic, behavioral, and disqualification criteria in writing
- Implement BANT or MEDDIC on every opportunity, with a required field in the CRM
- Purge the current pipeline of anything that fails the new criteria
90-day action: Reach 20%+ lead-to-opportunity conversion.
Priority 04 · Possible
Nurture Cadence & Follow-Up
weak
Follow-up is inconsistent and largely manual. Prospects who don't respond immediately fall out of the process, and there's no way to know which messages are working. You are generating demand and then failing to convert it into conversations.
What to fix first
- Build one structured sequence, five touches, three channels, and put every non-responding lead into it
- Stop sending generic templates; write one version per core segment and use the right one
- Instrument reply rates so you can tell a messaging problem from a targeting problem
- Pull every prospect who went dark in the last 12 months into a single re-engagement list
90-day action: One documented sequence running on 100% of non-responding leads.
Priority 05 · Possible
Closing Mechanics & Negotiation
weak
Your closing process depends on individual reps rather than a system. Stage definitions are informal, proposal-to-close is under 30%, and discounting is climbing. You are winning deals you should win, at prices you shouldn't accept.
What to fix first
- Define and enforce stage exit criteria; an unenforced stage definition is a comment, not a control
- Install discount approval thresholds this month and cap what a rep can concede unilaterally
- Build negotiation guidance covering concession trading and walk-away points
- Put mutual action plans on every open deal above your average size
90-day action: Proposal-to-close above 30% and discount approval thresholds enforced.
Priority 06 · Possible
Discovery & Objection Architecture
moderate
Discovery happens, but it's uneven across the team and it stops short of quantifying impact. When you don't put a number on the buyer's problem, you hand them no reason to act this quarter, and no defense when procurement asks for a discount.
What to fix first
- Build stage-specific discovery questions, not a generic list, different stages need different information
- Require a quantified cost-of-inaction on every deal above your average size; make it a field, not a suggestion
- Document your top five objections with responses and practice them live, not over email
- Map stakeholders formally on any deal with more than two contacts involved
90-day action: A quantified cost-of-inaction captured on every deal above average size.
Priority 07 · Possible
Sales Automation & Tech Stack
moderate
Your stack works, but reps are still doing work the system should do. CRM logging is incomplete enough that your data has gaps, and pulling a real pipeline view takes manual effort. That's time your team is spending on administration instead of selling.
What to fix first
- Automate the four basics before adding tools: task creation, follow-up reminders, stage advancement, and handoff notifications
- Close the CRM logging gap with an automatic activity capture, not a policy, policies decay, integrations don't
- Connect the tools that aren't talking to each other; every manual re-entry is a data-quality problem in waiting
- Build one real-time pipeline dashboard so nobody rebuilds the same view every Monday
90-day action: CRM activity capture above 90% and a pipeline dashboard that requires no manual updating.
Priority 08 · Possible
Presentation & Pitch Quality
moderate
Your pitch materials exist but drift in practice, and your proposals are doing less than they should. When a proposal is mostly pricing and scope, you're asking the buyer to build your business case for you, and they usually don't.
What to fix first
- Standardize the deck with clear rules on what reps may change and what they may not
- Rebuild the demo to open on business outcomes and reach features second
- Add all four elements to your proposal template: mutual action plan, risk reversal, implementation timeline, success metrics
- Document three case studies with real numbers and map each to a segment
90-day action: New proposal template in use on every deal, with three quantified case studies live.
See where your revenue process stands.
40 questions. About seven minutes. No credit card.
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