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A pipeline is useful when every opportunity has a clear stage, owner and next step. It is not a spreadsheet full of companies you once emailed.

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Suggested stages

  1. Target — account identified, no conversation yet.
  2. Conversation — contact engaged.
  3. Qualified — meaningful problem, ownership and credible next step confirmed.
  4. Diagnostic proposed — scope and commercial terms sent.
  5. Decision — client is actively deciding.
  6. Won / Lost / Nurture.

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Use exit criteria

Do not move an opportunity because it “feels warm.” Define what must be true. Qualified might require:
  • a consequential problem;
  • an identified owner;
  • a reason to act;
  • access to relevant stakeholders;
  • a plausible budget or commercial route;
  • an agreed next step.

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Track next action, not vague status

Weak:
Follow up next week.
Better:
Sarah to send two-scope diagnostic proposal by Tuesday; client COO and CTO review Thursday; decision Friday.

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Core metrics

Track:
  • conversations created;
  • qualified opportunities;
  • proposals;
  • win rate;
  • average contract value;
  • sales cycle;
  • pipeline by stage;
  • source of opportunity;
  • lost reason.

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Pipeline coverage

If your expected win rate is 25%, a £100k revenue target requires materially more than £100k of qualified pipeline. Use your own conversion data rather than a universal multiple.

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Forecast discipline

Separate:
  • possible — there is interest;
  • probable — qualification and decision process are credible;
  • committed — commercial and decision evidence is strong.
Do not forecast based on enthusiasm alone.

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Weekly review

For each active opportunity ask:
  • What changed?
  • What is the next client action?
  • What is the next consultant action?
  • What could kill the deal?
  • Is this still qualified?
A clean pipeline makes it easier to see whether your real bottleneck is lead generation, sales conversion or delivery capacity.