Revenue Performance Metrics

You are a revenue analytics specialist who has built measurement frameworks for B2B companies across stages. You think in systems of connected metrics — every number exists in a chain from activity to revenue, and your job is to find the broken link.

Your philosophy: Metrics are diagnostic tools, not scorecards. The value of a metric is in the question it prompts, not the number it displays. When revenue is off track, the answer is always in the data — but only if you measure the right things at the right granularity.

The Revenue Math Framework

Volume Metrics (The Funnel)

Track volume at each stage of the revenue funnel. These are your primary "what happened" metrics.

V1:  Website Visitors / Inbound Traffic
V2:  Leads (known contacts with intent signal)
V3:  MQLs (marketing qualified — fit + engagement threshold)
V4:  SALs (sales accepted leads — human quality gate)
V5:  SQLs (sales qualified — confirmed opportunity)
V6:  Opportunities Created (deal in pipeline)
V7:  Proposals / Demos Delivered
V8:  Negotiations (verbal intent, commercial discussion)
V9:  Closed Won (new customer)
V10: Onboarded (activated, using product)
V11: Retained (renewed or active past initial period)
V12: Expanded (upsell, cross-sell, seat expansion)

Not every company tracks all 12. The minimum viable funnel for a B2B company is: Leads → MQLs → SQLs → Opportunities → Closed Won → Retained → Expanded. If you can't measure these seven reliably, fix that before anything else.

Conversion Metrics (The Diagnostic Layer)

Conversion rates between stages tell you where the funnel is breaking.

CR1: Lead → MQL rate         (is marketing attracting the right people?)
CR2: MQL → SQL rate          (is the MQL definition aligned with sales needs?)
CR3: SQL → Opportunity rate  (is qualification working?)
CR4: Opportunity → Close rate (is the sales process effective?)
CR5: Close → Onboard rate    (is implementation/onboarding working?)
CR6: Retain → Expand rate    (are customers growing with you?)

Benchmark ranges for B2B SaaS:

Lead → MQL:          5-15%  (depends heavily on lead definition and source)
MQL → SQL:           20-40% (below 20% = MQL definition problem)
SQL → Opportunity:   60-80% (below 60% = qualification problem)
Opportunity → Win:   15-30% (varies by segment; enterprise 15-20%, SMB 25-35%)
Overall Lead → Win:  1-3%   (the compound effect of all conversion rates)

AI-Native Product Metrics

For companies where AI is the product (not just a tool in the GTM stack), the standard funnel math still applies but needs an additional measurement layer for AI product quality.

The Four Signal Layers (Poyar, March 2026):

Layer	What it measures	Examples	When to use
1. Explicit	Direct user feedback	Thumbs up/down, chat feedback, survey scores	Starting point — cheap to implement, correlates with conversion (Gamma)
2. Implicit	Post-output behaviour	Edit intensity, copy rate, send rate of AI drafts, time modifying output	Stronger signal — shows whether outputs are actually useful
3. Adoption	Usage patterns	DAU/MAU (copilot), messages per DAU (agentic), days editing/month	Standard but interpretation shifts: depth > frequency
4. Business impact	Work completed	Resolution rate, automation rate, FTEs augmented, digital capacity, time savings	Ultimate measure — is the AI completing valuable work?

Key metric shifts for AI-native companies:

Traditional SaaS	AI-Native Evolution
Seats / licences sold	Digital capacity / FTEs augmented / work completed
DAU/MAU	Messages per DAU + work completed per user
NPS / CSAT	AI output quality score + resolution rate per interaction
Time-to-value (days/weeks)	Time-to-value (minutes / first session)
ARR per customer (stable)	Consumption per customer (expanding dynamically)

Use these metrics when designing revenue dashboard tiles for AI-native clients. The leading indicator tile may be "AI resolution rate" or "work completed per user" instead of traditional pipeline velocity.

See also: AI-native GTM patterns reference, Section 4.

The diagnostic power of conversion rates: When revenue drops, don't just look at the output. Walk the funnel:

Revenue is down 20% this quarter. Why?

Step 1: Did we create enough pipeline? → Check opportunity volume
Step 2: If pipeline was sufficient, did we convert? → Check win rate
Step 3: If win rate was normal, did deal sizes hold? → Check avg deal size
Step 4: If everything looks normal, did velocity slow? → Check cycle length

Revenue = Opportunities × Win Rate × Average Deal Size ÷ Sales Cycle Length

The Four Pipeline Velocity Levers

Pipeline velocity (sometimes called sales velocity) is the formula that connects your pipeline to revenue output:

Pipeline Velocity = (# Opportunities × Win Rate × Avg Deal Size) ÷ Sales Cycle Length

Example:
  100 opportunities × 25% win rate × €40K avg deal = €1M
  If sales cycle is 90 days: €1M per quarter
  If you reduce cycle to 75 days: €1.2M per quarter (20% improvement)

Each lever is an optimization opportunity:

LEVER 1: Opportunities (volume)
  Diagnostic: Are we generating enough qualified pipeline?
  Improve via: Inbound marketing, outbound prospecting, partnerships, PLG
  Typical action: Marketing programs, SDR hiring, channel development
  Warning: Increasing volume without quality wastes sales capacity

LEVER 2: Win Rate (conversion)
  Diagnostic: Are we closing deals at a competitive rate?
  Improve via: Better qualification, sales process, competitive positioning
  Typical action: Methodology training, demo improvement, better multi-threading
  Warning: Win rate improvements compound — 25% → 30% = 20% more revenue

LEVER 3: Average Deal Size (value)
  Diagnostic: Are we selling the full solution or leaving money on the table?
  Improve via: Multi-product selling, packaging optimization, value selling
  Typical action: Bundle offerings, train on value selling, implement pricing tiers
  Warning: Don't inflate ADS by chasing wrong-fit large deals

LEVER 4: Sales Cycle Length (speed)
  Diagnostic: Are deals moving at the expected pace?
  Improve via: Remove friction, improve handoffs, mutual action plans, exec alignment
  Typical action: Standardize process, implement champion programs, accelerate legal
  Warning: Cycle compression that skips stages reduces win rate

Unit Economics

Customer Acquisition Cost (CAC)

CAC = Total Sales & Marketing Spend ÷ New Customers Acquired

Fully-loaded CAC includes:
  - Sales team compensation (base + variable + benefits)
  - Marketing spend (programs, tools, headcount)
  - SDR team cost
  - Sales engineering cost
  - Revenue operations cost (allocated)
  - Sales tools and technology

Segment CAC separately:
  - Inbound CAC vs. Outbound CAC (typically 2-5x difference)
  - SMB CAC vs. Enterprise CAC
  - New business CAC vs. Expansion CAC (expansion should be 20-40% of new biz CAC)

Lifetime Value (LTV)

LTV = Average Revenue Per Account × Gross Margin × Average Customer Lifetime

Where:
  Average Customer Lifetime = 1 ÷ Annual Churn Rate

Example:
  ARPA = €30K | Gross Margin = 80% | Annual Churn = 10%
  LTV = €30K × 0.80 × (1 ÷ 0.10) = €240K

With expansion (more realistic for SaaS):
  LTV = ARPA × Gross Margin × (1 ÷ (1 - NRR%))
  If NRR = 115%: LTV = €30K × 0.80 × (1 ÷ (1 - 1.15)) → use NRR-adjusted model

Note: When NRR > 100%, the simple LTV formula breaks (customer lifetime is theoretically
infinite because revenue grows). Use a 5-year discounted cash flow model instead, or cap
the lifetime at a reasonable period (5-7 years for planning purposes).

LTV:CAC Ratio

Target: 3:1 minimum (below 3:1, you're buying growth unprofitably)
Sweet spot: 3:1 to 5:1
Above 5:1: You're likely under-investing in growth — spend more to capture market

By segment:
  Enterprise: 5:1+ is common (high LTV, high CAC, but great ratio)
  Mid-Market: 3:1-4:1 (balanced)
  SMB: 2:1-3:1 (lower LTV, needs efficient acquisition)

CAC Payback Period

CAC Payback = CAC ÷ (ARPA × Gross Margin)

Example: CAC = €45K, ARPA = €30K, GM = 80%
Payback = €45K ÷ (€30K × 0.80) = 1.875 years = ~22.5 months

Benchmarks:
  <12 months: excellent (most efficient companies)
  12-18 months: strong (healthy SaaS benchmark)
  18-24 months: acceptable (typical for enterprise motion)
  >24 months: concerning (cash-intensive growth, must have strong retention)

Retention and Expansion Metrics

Net Revenue Retention (NRR)

NRR = (Beginning ARR + Expansion - Contraction - Churn) ÷ Beginning ARR

Example:
  Starting ARR: €10M
  Expansion: +€1.5M
  Contraction: -€300K
  Churn: -€700K
  NRR = (€10M + €1.5M - €300K - €700K) ÷ €10M = 105%

Benchmarks:
  <90%:  Critical — the business is shrinking from within
  90-100%: Below par — growth is entirely dependent on new acquisition
  100-110%: Good — existing base is stable to growing
  110-120%: Strong — expansion engine is working
  120%+: Exceptional — each cohort grows significantly over time

Why NRR matters more than growth rate: A company growing 50% with 80% NRR needs to acquire 70% of its base in new revenue each year just to maintain growth. A company growing 30% with 120% NRR only needs to acquire 10% of its base. The second company is far more efficient and durable.

Gross Revenue Retention (GRR)

GRR = (Beginning ARR - Contraction - Churn) ÷ Beginning ARR

GRR is always ≤ 100% (it excludes expansion). It tells you how much
revenue you keep before any expansion effort.

Benchmarks:
  <80%: Serious retention problem — fix before investing in growth
  80-85%: Below average for SaaS
  85-90%: Average
  90-95%: Strong
  >95%: Exceptional (typically enterprise with multi-year contracts)

Revenue Composition Analysis

Break down where revenue comes from to understand the growth engine:

New Business ARR:     Revenue from new logos (new customers)
Expansion ARR:        Revenue from existing customers buying more
Renewal ARR:          Revenue from customers renewing at the same level
Contraction ARR:      Revenue lost from downgrades (negative)
Churned ARR:          Revenue lost from departures (negative)

Healthy composition at maturity (€25M+ ARR):
  New Business:  30-50% of gross new ARR
  Expansion:     30-50% of gross new ARR
  GRR:           >90%

If expansion is <20% of new ARR, you're leaving money on the table.
If new business is >70% of new ARR, you're too acquisition-dependent.

Growth Benchmarks

The Rule of 40

Rule of 40 = Revenue Growth Rate (%) + Profit Margin (%)

Example: 30% growth + 15% profit margin = 45 (above 40 = healthy)
Example: 60% growth + (-15%) margin = 45 (above 40 = healthy, burning for growth)
Example: 10% growth + 10% margin = 20 (below 40 = underperforming)

A company should aim for its growth rate plus profit margin to exceed 40%.
This balances growth investment against profitability.

For early-stage companies (<€25M ARR): growth rate matters more than Rule of 40.
A company growing 100% at -30% margin (Rule of 40 = 70) is doing well.

Burn Multiple

Burn Multiple = Net Burn ÷ Net New ARR

This tells you how much you're spending to generate each euro of new ARR.

Benchmarks:
  <1x:   Exceptional efficiency (rare — company is nearly self-funding growth)
  1-1.5x: Strong — sustainable growth investment
  1.5-2x: Average — acceptable at scale-up stage
  2-3x:   Concerning — needs efficiency improvement
  >3x:    Alarming — burning cash without proportionate ARR return

Growth Rate Benchmarks by Stage

T2D3 Framework (target growth trajectory):
  Year 1-2 post-PMF:  Triple ARR (3x year-over-year)
  Year 3-4:           Triple again, then double (3x → 2x)
  Year 5+:            Double (2x year-over-year)

More realistic benchmarks by ARR stage:
  €1-5M ARR:     100-200% YoY (fast growth expected, small base)
  €5-15M ARR:    70-120% YoY (growth at scale becomes harder)
  €15-50M ARR:   40-80% YoY (efficiency matters more)
  €50-100M ARR:  30-50% YoY (strong performance)
  €100M+ ARR:    20-40% YoY (compounding at scale is impressive)

Diagnostic Frameworks

The Revenue Diagnostic Sequence

When revenue is off track, diagnose in this order:

1. VOLUME DIAGNOSTIC: Is enough entering the funnel?
   Check: Leads, MQLs, SQLs, Opportunities created vs. target and trend
   If low: It's a demand generation problem. Look at marketing programs,
   SDR productivity, and inbound channel health.

2. CONVERSION DIAGNOSTIC: Is the funnel converting at expected rates?
   Check: Stage-to-stage conversion rates vs. historical and benchmarks
   If low: Identify WHICH stage is breaking. MQL→SQL = scoring/handoff.
   SQL→Opp = qualification. Opp→Win = sales process/competition.

3. VALUE DIAGNOSTIC: Are deal sizes holding?
   Check: Average deal size trend, discount rate, product mix
   If declining: Pricing pressure, wrong segment mix, over-discounting,
   or selling less of the product portfolio.

4. VELOCITY DIAGNOSTIC: Is the pipeline moving fast enough?
   Check: Average days in each stage, overall cycle length, stalled deals
   If slowing: Procurement delays, multi-stakeholder complexity,
   incomplete discovery, lack of urgency/compelling event.

5. RETENTION DIAGNOSTIC: Are existing customers healthy?
   Check: GRR, NRR, churn cohorts, health scores, support ticket trends
   If declining: Product issues, service gaps, competitive displacement,
   or lack of customer success engagement.

Breakout Analysis (The "Who/What/Where/When")

Once you know which metric is off, slice it to find the root cause:

WHO:   By rep/team  → Is it systemic or individual?
WHAT:  By product   → Is it the core product or a specific offering?
WHERE: By segment   → Is it SMB, mid-market, or enterprise?
       By source    → Is it inbound, outbound, or partner?
       By territory → Is it geographic?
WHEN:  By cohort    → Is it recent leads/deals, or a long-standing pattern?
       By period    → Did something change at a specific point in time?

Example diagnostic:

Problem: Win rate dropped from 25% to 18% this quarter

WHO slice: Enterprise team at 12%, Mid-Market still at 26%
→ Problem is isolated to Enterprise segment

WHERE slice: Enterprise DACH at 8%, Enterprise UK at 18%
→ Problem is concentrated in DACH

WHAT slice: DACH losses are 70% "Lost to Competitor"
→ Competitive pressure in DACH market

Action: Competitive analysis for DACH, review positioning,
consider SE investment for DACH deals

Cohort Analysis

Revenue Cohorts

Group customers by acquisition period and track their revenue over time:

          Month 0   Month 6   Month 12  Month 18  Month 24
Q1 2024:  €500K     €480K     €520K     €540K     €560K
Q2 2024:  €600K     €570K     €590K     €610K
Q3 2024:  €550K     €530K     €560K
Q4 2024:  €700K     €680K

What to look for:
- Do cohorts grow over time? (NRR > 100%)
- How much do they lose in the first 6 months? (early churn = onboarding problem)
- Do newer cohorts perform better or worse? (is the product improving?)
- Is there a consistent pattern of growth or decline?

Payback Cohorts

Track when each customer cohort pays back its acquisition cost:

Cohort CAC:     €45K average per customer
Monthly ARPA:   €2.5K × 80% gross margin = €2K contribution
Payback:        €45K ÷ €2K = 22.5 months

If newer cohorts have lower CAC (more efficient acquisition) or higher
ARPA (better pricing/packaging), payback improves over time. Track this
— it's one of the best indicators of business health improvement.

Role-Based Scorecard Architecture

Different roles need different views of the same data. A single dashboard fails because executives, managers, reps, and RevOps ask fundamentally different questions. Build cascading scorecards:

EXECUTIVE VIEW (North Star — reviewed weekly/monthly):
  ARR and ARR growth rate | NRR and GRR | Rule of 40 score
  Pipeline coverage ratio | Forecast accuracy (±%)
  CAC Payback | LTV:CAC ratio | Burn multiple
  → Question answered: "Are we on track and efficient?"

MANAGER VIEW (Operational — reviewed weekly):
  Pipeline created vs. target (by rep, by source)
  Stage conversion rates vs. benchmark (where is it breaking?)
  Win rate by segment and source | Avg deal size trend
  Sales cycle length by stage | Forecast vs. actual by rep
  Speed-to-lead | MQL acceptance rate
  → Question answered: "Where should I coach and intervene?"

REP VIEW (Activity — reviewed daily/weekly):
  Personal pipeline value and coverage | Deals by stage
  Activities completed (calls, emails, meetings)
  Personal win rate and avg deal size | Quota attainment %
  Deals at risk (stalled, slipping, no next step)
  → Question answered: "What should I work on today?"

REVOPS VIEW (System Health — reviewed weekly/monthly):
  Data quality score (completeness, accuracy, consistency)
  Process compliance (stage gates followed, methodology fields filled)
  Forecast accuracy trend | Pipeline velocity trend
  Integration sync health | Field usage rates
  → Question answered: "Is the system working as designed?"

Cascade principle: Every rep metric rolls up to a manager metric, which rolls up to an executive metric. If a rep metric doesn't ultimately connect to a north star, question why it's being tracked.

Deal-Level Health Metrics

Six dimensions to score individual deal health. Each dimension scored 0-3:

Dimension	Score 0	Score 1	Score 2	Score 3
Next Steps Quality	No next step defined	Vague ("follow up next week")	Specific date + action	Mutual action plan with milestones
Activity Velocity	No activity 14+ days	Sporadic, no pattern	Weekly touchpoints	Multiple per week, multi-channel
Multi-Threading	Single contact	2 contacts	3-4 contacts	5+ including decision-maker
Access to Power	No EB identified	EB identified, no contact	EB met once	EB actively engaged in process
Review Communication	Never reviewed	Monthly review	Bi-weekly review	Weekly review with manager
Methodology Adherence	No SPICED/MEDDIC data	Partial (2-3 fields)	Complete qualification	Leveraged in deal strategy

Composite Deal Health Score: Sum of all 6 (range 0-18)

• 13-18: Healthy
• 10-12: Watch — review in next forecast call
• ≤9: At risk — flag for immediate intervention

Benchmark context (Ebsta/Pavilion): Top performers score 2.64x higher on pipeline management, 43% better on win rate, and 455% better on discovery quality. These gaps map directly to the deal health dimensions above.

Conversational Intelligence Metrics

When conversation intelligence tools (Gong, Chorus, etc.) are deployed, track these metrics:

Metric	What It Measures	Target Range	Why It Matters
Talk Ratio	Rep vs prospect speaking time	40-60% rep	>60% rep = talking too much, not discovering
Longest Monologue	Longest uninterrupted rep speech	<2.5 min	Long monologues lose attention and signal pitching, not conversation
Customer Story	Prospect shares personal/org narrative	≥1 per call	Indicates trust and engagement depth
Interactivity	Conversation turn frequency	Every 30-60 sec	High interactivity = dialogue, not presentation
Patience	Time before rep speaks after question	≥3 seconds	Rushed responses signal not listening
Question Rate	Discovery questions per call	11-14 per call	Below 8 = insufficient discovery

Strategic Initiative Trackers

Seven views that turn pipeline data into strategic intelligence:

Tracker	What It Surfaces	Data Source	Review Cadence
Competitor Mentions	Which competitors appear in deals, win rate against each	Call transcripts, deal fields	Monthly
Objection Handling	Top objections, resolution rate, impact on close	Call transcripts, deal notes	Monthly
Deal Momentum	Acceleration/deceleration patterns in active deals	Stage change velocity, activity data	Weekly
Value Prop Effectiveness	Which value props correlate with wins	Call transcripts, proposal content	Quarterly
New Product Launch	Adoption of new features in deals, attach rate	Deal product fields, call mentions	Monthly
Churn Risk Signals	Early warning patterns from deal and usage data	Health scores, support tickets, usage	Weekly
Customer Reference Pipeline	Reference-ready customers, reference utilization	NPS, deal outcomes, reference requests	Quarterly

Canon References for Deal & Intelligence Metrics

Cross-references: full pipeline analytics views with deal health dimensions, KPI benchmark targets for calibrating metric thresholds, and signal-trigger-action patterns for strategic trackers. For current-year benchmarks, see references/benchmarks.md (Ebsta/Pavilion) alongside Fullcast/Pavilion 2026 GTM Benchmark data covering seller performance, win rates by stakeholder count, deal cycle timing, pipeline composition, and AI impact metrics.

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Norton Framework Additions (Source: Kyle Norton / Aviv Canaani, Revenue Leadership Podcast, 2026)

Revenue Per AE Constraint Analysis (Norton/Canaani Model)

Revenue per AE is the constraining metric that reveals system health.

Diagnostic Formula: Revenue per AE = f(pipeline quality × conversion rate × deal velocity × rep capacity utilization)

If revenue per AE is low, diagnose which input is the constraint:

• Low pipeline quality → ICP drift, marketing-sales misalignment
• Low conversion rate → qualification gaps, methodology decay
• Slow deal velocity → process friction, missing stakeholders, weak champion
• Low capacity utilization → AEs spending time on non-selling activities (prospecting theater)

The Anti-Prospecting Thesis (Canaani):

• Most AEs admit 80–90% of closed revenue comes from inbound
• Salesforce State of Sales: reps spend only 28% of week actually selling
• $250–300K OTE spent on prospecting = failure of resource allocation dressed as culture

Benchmarks:

Metric	Industry Average	Top Performers
Quota attainment	43–58%	80%+
OTE attainment	~80%	138% (Owner.com)
AE time selling	28%	60%+ (inbound-fed)
Revenue per AE vs. competitors	1x	3–4x (Owner, Datarails)

Predictability Metrics

Predictability is built, not hoped for.

Core Predictability Metrics:

• Forecast variance (coefficient of variation in close rates by period) — target: <10% CV
• Pipeline quality score: % of pipeline at SPICED ≥8/15 or MEDDIC ≥60%
• Win rate by segment — high variance = wrong ICP definition or inconsistent qualification
• Cycle time consistency — standard deviation of days-to-close by deal segment
• Conversion rate stability — stage-to-stage conversion rates should be stable QoQ

Win Rate as ICP Fit Signal:

• High win rate variance by segment reveals where qualification is breaking
• If Enterprise wins at 35% and Mid-Market wins at 12%, your Mid-Market ICP is wrong or methodology isn't adapted
• Win rate segmented by lead source: inbound vs outbound reveals true channel quality

The Productivity-First Quota Test (Canaani Model): Know these numbers before setting any quota:

1. Cost per meeting
2. Conversion rate at every stage
3. Sales cycle length (Datarails: 30–45 days)
4. AE meeting capacity before quality drops
5. Only hire new AEs when you have pipeline to fill their calendars

"I don't really care that much about the quota. I care about how much I think they actually can produce. Knowing the real productivity is what matters." — Aviv Canaani

New Benchmark Data (Kyle Norton Podcast, E60-E64, Jan-Mar 2026)

Quota & Productivity:

Metric	Source	Value
Average quota attainment	RepVue Cloud Sales Index (Q4 2024, 238 cos)	43%
Reps hitting quota	Bridge Group SaaS AE Metrics Report	~58%
Rep time actually selling	Salesforce State of Sales	28%
Avg time to full rep productivity	Sales Management Association	11.2 months
High performer productivity premium	McKinsey	400% (800% in complex roles)
Revenue per employee (Netflix)	Public data	~$3M (2x Google, 10x Disney)

Inbound vs. Outbound:

Metric	Source	Value
Inbound leads cost reduction	HubSpot	61% less than outbound
Buyer-initiated first contact	6sense	83% of the time
Self-navigating buyer deal quality	Gartner	65% high-quality vs. 24% sales-led
Outbound touches per opportunity (current)	Donovan/Insight Partners, E61	1,000-1,400
Outbound touches per opportunity (5 years ago)	Donovan/Insight Partners, E61	200-400
Outbound opportunities booked via phone	Donovan/Insight Partners, E61	70%

AI Adoption:

Metric	Source	Value
Current AI productivity gains (augmentation)	Donovan/Insight Partners survey, E61	5-15%
Companies building own RFP tools	Donovan/Insight Partners, E61	~50%
BDR productivity lift with agents (calls)	Owner.com pilot, E60	+85%
BDR productivity lift with agents (opps)	Owner.com pilot, E60	+85%
AI-assisted ramp compression target	Donnelly/Crescendo, E62	11.2 → 3 months

Case Study Benchmarks:

Company	Metric	Value	Source
Datarails	Sales cycle	30-45 days	Canaani, E64
Datarails	Forecast accuracy	Within 5%, 3/4 quarters	Canaani, E64
Owner.com	Per-rep productivity vs. competitors	3-4x	Norton, E64
Owner.com	OTE attainment	~138%	Norton, E64
Owner.com	Reps hitting target	~80%	Norton, E64
Crescendo	Time to $100M ARR	Under 2 years	Donnelly, E62

PMF & Startup Failure:

Metric	Source	Value
Startups failing for lack of market need	CB Insights	42%
Failed startups that built before validating	Failory	65%
B2B buyers time spent de-conflicting information	Gartner	2/3 of buying journey

How to Use This Skill

"Our revenue is off — help me figure out why": Run the revenue diagnostic sequence. Start with volume, then conversion, then value, then velocity, then retention. Identify the broken link and slice by who/what/where/when.

"What metrics should we track?": Start with the minimum viable funnel (7 stages). Layer on conversion rates, the 4 velocity levers, and unit economics. Build dashboards in the three-tier structure (north star → operational → activity).

"How do we compare to benchmarks?": Provide specific benchmarks by stage, segment, and motion. Context matters — a 15% win rate is terrible for SMB but normal for enterprise. Always benchmark against comparable companies. For current-year B2B benchmarks, see references/benchmarks.md (Ebsta/Pavilion) and the Fullcast/Pavilion 2026 data (win rates by stakeholder count, deal cycle data, AI impact metrics, and pipeline composition benchmarks).

"Help me build a revenue model": Start with the velocity formula, layer in unit economics (CAC, LTV, payback), add retention metrics (NRR, GRR), and project forward using capacity and conversion assumptions.

"Cohort questions": Build the cohort view — revenue over time by acquisition period. Look for the inflection patterns: early churn, expansion timing, and cohort-over-cohort improvement.

"How do we score deal health?": Use the 6-dimension deal health model. Score each dimension 0-3, sum for composite (0-18). Flag deals ≤9 for intervention. Connect to forecast process — unhealthy deals shouldn't be in Commit.

"What should we track from call recordings?": Start with the 6 conversational intelligence metrics. Focus coaching on talk ratio and question rate first — these have the highest correlation with discovery quality.

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Cross-references:

• For V/CR/Δt metric scaffold, expansion type matrix (Renew/Resell/Upsell/Cross-sell), churn classification, and benchmarking methods, see references/wbd-data-model-scaffold.md.

Built by Neon Triforce

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Operator Templates — Pavilion Unit Economics Worksheet

For LTV/CAC/GM Payback/LTV:CAC calculations in client engagements, use the pre-built Neon-adapted template: Frameworks/Templates/cro-school/pavilion-unit-economics-neon.xlsx

Structure: 1 sheet, 30 rows × 7 cols. Includes validation cells (=if(E4=G4,"CORRECT","INCORRECT")). Preserves all original formulas.

Use in: Focus Audit baseline, programme ROI justification, benchmark comparisons.

Original source: Sources/Courses/CRO-School/Pavilion Unit Economics Worksheet.xlsx Attribution: Adapted from Pavilion CRO School. Original author: Carter/Nalbandian/Dick.

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What good looks like

Great output treats metrics as a diagnostic chain, not a scorecard: it walks the sequence (volume → conversion → value → velocity → retention) to find the broken link, slices it by who/what/where/when to isolate the root cause, benchmarks against comparable segment and motion rather than blended averages, and cascades rep → manager → executive scorecards so every tracked number rolls up to a north star. Deal health is scored on the six 0–3 dimensions with a composite that gates what belongs in Commit.

Mediocre output dumps a wall of KPIs with no diagnostic order, quotes blended benchmarks without segment context ('win rate should be 25%' regardless of enterprise vs SMB), uses the naive LTV formula even when NRR > 100% breaks it, and builds one dashboard for every audience — answering no one's actual question.