GTM Target-to-Pipeline Planner
Work backward from the revenue target.
Set the target, coverage assumption, deal size, and conversion rates. The planner calculates the funnel volume required at each stage and surfaces one deterministic planning interpretation.
Coverage lens
Revenue target × pipeline coverage multiple, rounded to the nearest dollar.
- Required Pipeline
- $3,000,000
Funnel volume lens
Target, deal size and conversion rates. Counts round up at each stage, and each rounded count is the input to the next.
- Required Closed-Won Deals
- 10
- Revenue target ÷ average deal size
- Required Opportunities
- 40
- Closed-won deals ÷ opportunity-to-close rate
- Required Leads/PQLs
- 400
- Opportunities ÷ lead/PQL-to-opportunity rate
Planning interpretation
One fixed reading, selected by rule from the lead/PQL-to-opportunity rate: below 5%, 5% to below 15%, or 15% and above. These bands are fixed conventions defined by this planner, not industry benchmarks.
Demand volume is significant. Conversion efficiency is an important planning lever.
How the plan is derived
Two lenses, kept separate. The coverage multiple sets the pipeline figure and nothing else; it never enters the funnel counts.
- Required pipeline = revenue target × pipeline coverage multiple, rounded to the nearest dollar.
- Required closed-won deals = revenue target ÷ average deal size, rounded up.
- Required opportunities = required closed-won deals ÷ opportunity-to-close rate, rounded up.
- Required leads/PQLs = required opportunities ÷ lead/PQL-to-opportunity rate, rounded up.
Counts round up because a partial deal, opportunity or lead is not something a team can plan to produce. The planning interpretation is one of three fixed sentences chosen by the lead/PQL-to-opportunity rate. It is a rule, not a generated recommendation.
What this planner is not
Not a forecast, not benchmark data, and not a record of anything that happened.
It is a planning instrument. Every figure is calculated from the five assumptions you enter, so the plan is exactly as sound as they are. It does not predict what a team will close.
The interpretation uses fixed planning bands defined by this tool: below 5%, 5% to below 15%, and 15% and above. They are internal conventions for this model, not industry benchmarks. Wording such as “very high” and “relatively efficient” says which band your lead/PQL-to-opportunity rate falls in, and nothing about how it compares with other companies. The coverage multiple is not assessed at all.
The model uses one average deal size and fixed conversion rates, with no time dimension and no variation by segment or channel. Keep the target and the deal size in the same currency and the same planning period.
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