GTM cost calculators

Enter median and 75th percentile sales cycle days by segment or lead source and the quarter end, and get the date pipeline has to be created by for each, and how many days earlier or later that is than the blended cycle.

• Create-by date at the median
• Create-by date at the 75th percentile
• Days vs the blended cycle

In the playbook: Measure Sales Cycle Length by Segment and Set When Pipeline Must Be Created

Enter a bookings target, average deal size, the weeks in the period, and each stage's conversion to the next, and get the won deals needed, the opportunities each stage needs, first-stage opportunities per week, end-to-end conversion, and what lifting the weakest stage saves.

• Won deals needed
• Opportunities per stage
• First-stage opportunities per week
• End-to-end conversion
• Weakest-stage lever

In the playbook: Stage-to-Stage Conversion Rates From Your CRM, by Cohort and Segment

Enter ramped reps, quota per rep, the team target, and past attainment of ramped reps, and get plan capacity, the attainment the target needs, realistic capacity at the median, the gap, and the extra ramped reps that close it.

• Plan capacity
• Attainment the target needs
• Realistic capacity
• Gap to target
• Extra ramped reps
• Attainment distribution

In the playbook: Check Whether Quota Is Realistic From the Distribution of Rep Attainment

Enter each rep's commit and closed amounts for recent quarters, or summary totals, and get commit accuracy, the bias (sandbagging or over-calling), and this quarter's commit adjusted by the team call ratio and by each rep's own, next to the manager's call.

• Commit accuracy
• Call ratio
• Sandbag or over-call
• Adjusted commit
• Haircut or uplift
• Rep-by-rep factors

In the playbook: Measure Forecast Accuracy by Rep and Manager, and Adjust the Commit

Enter annual bookings at list, the average discount, the discount by rep or segment, a target maximum discount, gross margin, and win rate, and get the ARR given away above the target, the gross margin it costs, the pipeline it equals, and the share of over-target deals you could lose and still break even.

• ARR given away above target
• Gross margin after
• Pipeline equivalent
• Gross profit equivalent
• ARR and gross profit break-even

In the playbook: Measure Discount Leakage by Rep and Segment, and What It Costs in Margin and Pipeline

Enter remaining quota, days left, and each segment's open opportunities, average won deal size, win rate, and median cycle days, and get dollars-per-day velocity, the gap to remaining quota, extra open opportunities that close it, and what shortening the cycle is worth.

• Team velocity per day
• Required velocity
• Gap per day
• Extra open opportunities
• Velocity after a cycle cut

In the playbook: Measure Pipeline Velocity by Segment and the Create Volume Remaining Quota Needs

Enter starting logos and starting ARR, then remaining logos, remaining starting ARR, and expansion at each age, and get logo retention, GRR, NRR, dollars churned, and the implied constant monthly logo churn.

• Logo retention
• Gross revenue retention
• Net revenue retention
• Dollars churned
• Implied monthly logo churn

In the playbook: Measure Logo Churn and Gross Retention by Acquisition Cohort

Enter CAC, average ARR, gross margin, expected lifetime months, and closed-won count for each segment, plus a target LTV:CAC, and get LTV, the ratio, payback months, which segments clear the target, and how much CAC would have to fall or lifetime rise to hit it.

• LTV
• LTV:CAC
• Payback months
• Segments under the target
• CAC cut and extra lifetime to hit the target

In the playbook: Measure LTV:CAC by Segment so Blended Payback Stops Hiding the Ones That Never Pay Back

Enter total ARR, customer count, the largest logos, a top-10 share threshold, and annual logo churn on that tier, and get concentration %, dollars over the threshold, ARR at risk in the stress case, and how many new logos at average ARR would dilute it back under the threshold.

• Top 1 / 3 / 10 share
• Dollars over the threshold
• ARR at risk
• New logos to dilute
• HHI

In the playbook: Measure How Much ARR Sits in the Top Logos, and the Bookings Hit If They Churn

Enter net new ARR and S&M spend for a month or a quarter, plus a target Magic Number, and get the quarterly Magic Number, which labeled band it sits in, the gap to target in ARR or S&M dollars, and the calendar-year run-rate.

• Magic Number
• Labeled efficiency band
• ARR gap to target
• S&M gap to target
• Calendar-year run-rate

In the playbook: Compute the SaaS Magic Number so Blended CAC Stops Answering "Are We Efficient?"

Enter starting and ending ARR or revenue, profit (FCF, operating, or EBITDA), and a target, and get growth %, margin %, the Rule of 40 score, points above or below the target, and the growth-only and margin-only bridges.

• Growth %
• Margin %
• Rule of 40 score
• Points vs target
• Growth-only bridge
• Margin-only bridge

In the playbook: Compute Rule of 40 so Growth and Margin Are One Board Number, Not Two Stories

Enter beginning and ending cash, financing proceeds, and ARR movements, plus a target, and get net burn, net-new ARR, the burn multiple, which labeled operator band it sits in, and the ARR or burn change that hits the target.

• Net burn
• Net new ARR
• Burn multiple
• Labeled efficiency band
• ARR gap to target
• Burn gap to target

In the playbook: Compute the SaaS Burn Multiple so the Board Sees Dollars of Net Burn per Dollar of Net-New ARR

Enter new, expansion, churned, and contraction ARR, plus a target, and get the SaaS Quick Ratio (not the balance-sheet ratio), the mix of new vs expansion, lost ARR as a share of the book, and the gap to target.

• Gross added ARR
• Gross lost ARR
• SaaS Quick Ratio
• Labeled quality band
• New vs expansion mix
• Gap to target

In the playbook: Compute the SaaS Quick Ratio so Growth Quality Is Visible, Not the Balance-Sheet Quick Ratio

Enter a quarterly new-logo bookings target, ACV, SQO-to-won, meeting-to-SQO, show rate, and meetings booked per ramped SDR per month, and get deals, SQOs, meetings, ramped SDRs (round up), and example +5 point show-rate and win-rate levers.

• Deals needed
• SQOs needed
• Meetings held
• Meetings booked
• Ramped SDRs (round up)
• Show-rate and win-rate levers

In the playbook: Work Back from a New-Logo Bookings Target to the Ramped SDRs You Need

Enter spend, SQOs created, win rate, and first-year ACV per channel, and get cost per SQO, expected closed-won, cost per closed-won, that cost as a percent of ACV, and a ranking so you can see which channel to inspect before cutting or scaling.

• Cost per SQO
• Expected closed-won
• Cost per closed-won
• Cost as % of ACV
• Highest and lowest channel

In the playbook: Cost per Opportunity by Channel: Spend, SQOs, and Share of ACV