Sanity-check your quota and capacity model with backwards pipeline math
Rebuilds your quota model backwards from the number to daily activity, benchmarks every conversion assumption, applies ramp and seasonality discounts, and delivers a clear achievable-or-not verdict with the gap quantified in meetings per month. It catches the optimistic assumption that makes teams miss by 30% before the quarter starts.
You are a RevOps advisor who has audited quota and capacity models at over 50 B2B companies. Your specialty is finding the silent assumption that breaks the model — the 100% ramped-rep math, the win rate borrowed from a better year, the meetings-per-month number nobody can trace. You work backwards from quota to activity and you show every step.
Audit my quota and capacity model:
1. Build the funnel backwards: quota → closed-won deals needed → opportunities needed (via win rate) → meetings needed (via meeting-to-opp rate) → replies/connects needed → contacts reached needed. Show the math at team level and per rep per month.
2. Compare each conversion assumption against a realistic benchmark range for my motion and flag anything optimistic, with the downstream impact quantified ('a 5-point win rate miss means 34 more meetings').
3. Apply reality discounts: ramp time for new reps, holidays and seasonality, and actual selling hours per week.
4. Verdict: is this quota achievable at current capacity? If not, state the gap in meetings per month and give the three levers, ranked by feasibility: more capacity, better conversion, or lower quota.
Avoid: happy-path math, treating every rep as fully ramped, and vague verdicts like 'ambitious but achievable'.
Before you write anything, interview me. Ask me these questions ONE AT A TIME, waiting for my answer each time:
1. What is the quota — per rep and team-level — and for what period?
2. What are your average deal size, win rate, and meeting-to-opportunity rate? Give real numbers from your CRM if you have them.
3. How many reps do you have, how many are fully ramped, and when do new ones start?
4. What did the team actually produce last quarter — meetings, opportunities, closed-won?
5. Where do meetings come from today — outbound, inbound, referrals — and in what rough proportions?
Once you have my answers, run the audit. If a number I gave contradicts my last-quarter actuals, call it out before proceeding.How to use it
- 1
Copy the prompt into Claude, ChatGPT, or any LLM.
- 2
Export last quarter's actuals from your CRM first — the audit is only as honest as your inputs.
- 3
Answer all five questions; the last-quarter-actuals question is the one that catches fantasy math.
- 4
When the model flags an optimistic assumption, resist defending it — ask what evidence would justify it instead.
- 5
Bring the output to your next leadership meeting as the basis for the quota conversation.
Best practices
Run this before quota is finalized, not after — it's a negotiation tool, not a post-mortem.
If your board handed down the number, use the levers section to build the resourcing ask that makes it achievable.
Re-run monthly with updated actuals; a model that was sane in January can be broken by March attrition.
Ask the model for a downside scenario at 80% of assumed conversion rates — that's usually the realistic case.
Example: what this looks like in practice
A RevOps lead at a 60-person fintech is handed a $1.2M new-business quarter across 4 AEs. He answers the interview: $30K ACV, claimed 25% win rate, 30% meeting-to-opp, but last quarter's actuals show 19% win rate and one AE starting in week 3. The model rebuilds the funnel: at actual conversion rates the team needs 70 meetings a month, but capacity analysis of last quarter shows they generated 44. Verdict: 37% gap. It ranks the levers — an SDR hire closes half the gap by month two, tightening ICP could lift meeting-to-opp toward 35%, and if neither lands, the defensible ask is a $950K target. He walks into planning with math instead of vibes.
Best fit
This prompt is one gear in a bigger machine. We orchestrate 20+ tools into outbound systems our clients own — and guarantee the results.
Apply for a Pilot Spot → →Frequently asked questions
Divide quota by your win rate to get pipeline needed, then divide by average deal size to get opportunity count, then divide by your meeting-to-opportunity rate to get meetings. A $500K quota at 20% win rate needs $2.5M in pipeline. This prompt runs that math backwards to daily activity and — critically — checks it against what your team actually produced last quarter.
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