Live demo, built on fictional data
The Signal Board
One page a revenue leader can read in two minutes: whether the number is real, which deals need help, and what to coach this week.
A fictional company. B2B software, $42M in annual recurring revenue, 12 account executives, average new deal around $52K. The view is Q4, week 3 of 13. Every number on this page is made up, but sized the way a company like this really runs.
Will we hit the number?
Which deals need attention?
Each dot is an open deal. Higher means better odds of winning. Solid dots are dated to close this quarter. Hollow dots are dated for next quarter. Further right means it has sat in its stage longer than deals that went on to win. Hover or tap any dot and the model explains its estimate in plain language.
Late-stage deals the model doubts most
How do we close the gap?
These deals qualify because the buyer is engaged, not because the rep is optimistic: a booked next step, a normal pace for their stage, and either a champion or three or more buyer contacts.
What should we coach this week?
Seven signals a manager can change in a week, shown for every rep against a target range. Pick a rep to see where they stand and to filter the deal map above.
How the signals work together. Balanced calls produce better qualification, so the right deals move forward. Qualified deals pull in more of the buyer's team. More people involved and a booked next step keep deals from stalling. Fewer stalls make the forecast easier to trust. Fix the first link and the rest tend to follow.
How long do deals really survive?
This is the method behind the deal map. It tracks how long deals stay in the Evaluation stage, split by whether they were eventually won or lost. The gap between the two lines is where stalled deals hide.
The standard behind this page
Every RevSpan dashboard follows the same six rules. They come from cartography and information design, where people have been making hard data readable for two hundred years.
Every view answers a question a leader asks.
The headings on this page are questions. If a chart can't answer one, it doesn't ship.
Position carries the meaning.
Following Jacques Bertin, the most important variables get position. Color and size only confirm what position already shows.
Color follows the data.
Ordered stages get a sequential scale. Helps and hurts get a diverging one. Every palette is checked for color-vision deficiency, which affects about 1 in 25 people.
Every view is time-bound.
A chart without a date invites the wrong comparison. This page states the quarter and the week up front.
The model explains itself in sentences.
Each deal's estimate breaks down into the factors that raised or lowered it, written the way a sales leader talks. That describes what the model weighed, not proof of what caused the outcome.
Signals are coachable, or they're cut.
Every metric is something a manager can change in a week. Measures nobody can act on stay off the page.
Want this built on your data?
It starts with the Forecast Calibration Audit. Your team keeps everything when we're done.
Demo built by RevSpan Advisors. All companies, people, and figures are fictional.