The forecast is a negotiation, not a model
Commit numbers are produced by discussion and sandbagging rather than evidence that a deal has actually moved forward. The board hears a number whose error nobody can characterize.
Who we serve
The Office of the CRO
Revenue at a $10M–$70M company is usually run as a collection of departments and campaigns rather than one measured system. F3 Insights builds a revenue system that reconciles to the P&L: a clear view of which customers to pursue, written rules for when a deal moves stage, pricing controls, and a record of why deals are lost that feeds back into the plan.
The problems
What Actually Breaks at This Size
The recurring failures we see in the Office of the CRO at companies with $10M–$70M in revenue.
Founder-gravity
The largest deals still close in one person's calendar. Revenue capacity is capped by an individual's availability, and the motion cannot be taught because it was never made explicit.
Pipeline quality collapse
The volume playbook stopped working and the dashboard has not noticed. Coverage ratios look healthy while conversion quietly degrades, because quantity is instrumented and quality is not.
The leaky middle
Deals die in stages three and four, and the CRM records everything except why. Without structured loss reasons there is no feedback loop, so the same deals die the same way next quarter.
Pricing anarchy
Every deal is bespoke and margin leaks at the contract line. Discount authority is informal, exceptions are unlogged, and the realized price is discovered in the month-end close.
Three warring tribes
Marketing, sales, and customer success run separate systems with separate definitions of the same funnel. Handoffs lose information and each team is measured on a number the others do not recognize.
The system
What F3 Insights Builds
Four pieces, built from the numbers up. Reconciled numbers come first, because automation on numbers nobody trusts is a faster way to be confidently wrong.
One revenue system, from first touch to cash
A defined ideal customer, segment and territory design, written criteria for each pipeline stage, and tracking honest enough to survive a CFO's scrutiny. Marketing, sales, and customer success run as one instrumented pipeline.
How the revenue team runs week to week
A weekly pipeline and forecast cadence with defined inspection, a KPI tree tying activity to bookings and cash, and the standing rituals where commitments are made against evidence.
Forecast and deal scoring you can defend
Forecast models, deal scoring, and win/loss analysis, each reviewed by a person before it is acted on. Recommendations a revenue leader can defend, with the reasoning attached.
Senior revenue leadership, handed over
A senior revenue operator inside the rhythm who builds the architecture, runs it in live quarters, then certifies the client's team to run it without them.
Every engagement ends with your team running what we built. How we work
Related
The Rest of the Leadership Team
Each office is one seat at the same table. The offices share one set of numbers, one operating rhythm, and one set of playbooks.
Office of the CEOYou are the integration layer. Every decision routes through one calendar.Office of the CFOA fifteen-day close, a forecast nobody defends, and cash visibility that stops at the bank balance.Office of the COOThe company runs on tribal knowledge, and firefighting has become the operating model.Office of the CMOAttribution collapsed, and marketing cannot prove contribution to the CFO.
Next step
Bring a systems answer to the CRO seat.
A diagnostic runs two to six weeks and ends with a systems map, a problem ledger with costs attached, and a sequenced build plan. Start with a conversation about the Office of the CRO.