Revenue assumptions
Your close rate and sales cycle affect when modeled meetings turn into estimated revenue.
Pipeline planning
Explore an estimated first-year return using your deal value, close rate, sales cycle and monthly meeting volume. Adjust the inputs to see how the assumptions change the result.
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Deal value and investment are separate inputs. A larger deal increases potential pipeline and revenue, while your chosen plan and monthly meeting budget determine planned spend. Our fees are not a percentage of your deal value.
This scenario assumes your entered meeting count every month, including launch; it is not a plan target or promise. Budgeted investment includes two Launch months, ten months of your selected plan and your full monthly meeting budget. Actual meeting charges may be lower and depend on privately agreed company-size rates. Your budget does not buy or guarantee a meeting count. Potential pipeline assumes every modeled held meeting represents an opportunity; actual opportunity qualification may reduce it. Modeled closed value assumes full first-year deal value at close, not cash collected or revenue recognized within the year. The revenue / spend multiple excludes delivery costs, gross margin, taxes and your sales team costs; it is not profit ROI. Estimates are not guarantees.
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Read the estimate
This model supports planning. It does not predict actual revenue.
Your close rate and sales cycle affect when modeled meetings turn into estimated revenue.
The scenario uses your selected meeting count every month, including launch. This is a modeling input, not a plan target; compare the conditional meeting estimates on our pricing page.
The model starts with two months of Launch, then your selected Growth or Scale plan. It adds your full monthly meeting budget to estimate maximum planned spend. Actual meeting fees depend on company size and your private proposal; the budget does not guarantee a meeting count.
Your next step
Tell us where your pipeline gets stuck. We’ll help you decide what to fix first.
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