GTM-Tempoby

Set the tempo of revenue.

Three lenses on one velocity equation. Move a lever and watch Sales, Revenue, and GTM Velocity respond, then see which MEDDPICC element pulls the weakest one back on tempo.

Tempo Check

Don't have your own data?

Start from an industry example and watch the three numbers move as you drag a lever.

Illustrative composites, not your data. Deal size, win rate and cycle are anchored to published SaaS ranges (SaaS Capital, Optifai). Retention and cost inputs are illustrative.

Levers
Qualified opportunitiesThe count of qualified opportunities in play. Deals that have passed your qualification bar, not raw leads or every open record.How to measureCount the opportunities that reached your qualified stage (for example MEDDPICC qualified) over a representative recent period.50
Average deal valueThe average annual contract value of a won deal: the first-year revenue a typical new customer brings.How to measureTotal new ACV booked divided by the number of deals won, over a recent representative window.$100,000
Win rateThe share of qualified opportunities that close won.How to measureDeals won divided by deals closed (won plus lost) in the same cohort, not won divided by everything still open.28%
Cycle lengthTypical days from qualified to closed. This is the denominator, so a shorter cycle lifts every lens.How to measureThe median days across won AND lost deals together, with the interquartile range, never won-only. Treat still-open deals as censored and flag their count.85 days
Lenses
Gross retentionThe share of recurring revenue kept year over year before any expansion: one minus gross churn.How to measureOn a cohort, take starting ARR minus churned and contracted ARR, divided by starting ARR.90%
ExpansionNet new revenue from existing customers (upsell and cross-sell), as a share of their starting ARR over a year.How to measureExpansion ARR divided by starting ARR. It combines with retention as NRR = gross retention x (1 + expansion).10%
HorizonThe number of years over which to accumulate lifetime value and lifetime cost to serve.How to measurePick a horizon that reflects how long customers realistically stay, commonly 3 years. Lifetime value sums the retention multiplier across these years.3 yrs
CAC (fully loaded)The fully loaded cost to acquire one customer: all sales and marketing cost, burdened, not just program spend.How to measureTotal sales and marketing spend (people, tools, programs, overhead) divided by new customers won in the same period.$35,000
Annual cost to serveThe yearly cost to deliver and support one customer: success, support, infrastructure, and services per account.How to measureAttributable delivery and support cost divided by active customers, per year. Accumulated over the horizon like lifetime value.$9,000
Per period
Targets

Your own bar, not a benchmark. A correction appears when a lever drops below it.

Target qualified opportunities50
Target average deal value$100,000
Target win rate28%
Target cycle length85 days
In TempoEvery computed lens is positive
01

Sales Velocity

Dollars of new business per period from the core engine. The fastest, most familiar lens, and it stops at the close.How it is calculated(Qualified opportunities x ACV x win rate) / cycle days, scaled to the period you pick.
$500,980/mo
$100,000 ACV

Value = ACV

02

Revenue Velocity

Sales Velocity with lifetime value in place of one-year ACV. It rewards retention and expansion, not just new logos.How it is calculatedThe same equation with Value = LTV = ACV x the retention multiplier over your horizon.
$1,487,962/mo
$297,010 LTV

Value = LTV

03

GTM Velocity

The whole go-to-market motion, and the only lens that can go negative: growth that destroys value per customer.How it is calculatedThe same equation with Value = LTV minus fully loaded CAC minus lifetime cost to serve.
$1,178,702/mo
$235,279 GTM value

$297,010 LTV - $35,000 CAC - $26,731 to serve

Tempo Correction

Every lever is at or above target. Drag a lever below its target to surface the MEDDPICC correction that moves it.

The compounding asymmetry

Velocity multiplies its four levers, so a uniform move compounds. A 10% lift on every lever gains more than a matching 10% slip takes away.

1.1^4+46%from +10% on every lever
0.9^4-34%from -10% on every lever

Tempo by Cohort

Rank go-to-market motions, segments, or reps by one velocity lens, then sort them into territory buckets so you can see where to invest and where tempo is leaking.How buckets are assignedRanked by velocity on the chosen lens. The top third are Invest, the bottom third are Deprioritise, and anything with negative velocity is Deprioritise whatever its rank. The rest are Maintain.

Build a territory: add motions, segments or reps, give each its own levers, and rank them live by one velocity lens. Switch to GTM and the seeded Series B motion falls to Deprioritise, as fully loaded cost sinks its unit economics while its topline still looks healthy.

Qualified opportunitiesThe count of qualified opportunities in play. Deals that have passed your qualification bar, not raw leads or every open record.How to measureCount the opportunities that reached your qualified stage (for example MEDDPICC qualified) over a representative recent period.20
Average deal valueThe average annual contract value of a won deal: the first-year revenue a typical new customer brings.How to measureTotal new ACV booked divided by the number of deals won, over a recent representative window.$7,000
Win rateThe share of qualified opportunities that close won.How to measureDeals won divided by deals closed (won plus lost) in the same cohort, not won divided by everything still open.32%
Cycle lengthTypical days from qualified to closed. This is the denominator, so a shorter cycle lifts every lens.How to measureThe median days across won AND lost deals together, with the interquartile range, never won-only. Treat still-open deals as censored and flag their count.40 days
Lifetime & economics
Gross retentionThe share of recurring revenue kept year over year before any expansion: one minus gross churn.How to measureOn a cohort, take starting ARR minus churned and contracted ARR, divided by starting ARR.88%
ExpansionNet new revenue from existing customers (upsell and cross-sell), as a share of their starting ARR over a year.How to measureExpansion ARR divided by starting ARR. It combines with retention as NRR = gross retention x (1 + expansion).5%
HorizonThe number of years over which to accumulate lifetime value and lifetime cost to serve.How to measurePick a horizon that reflects how long customers realistically stay, commonly 3 years. Lifetime value sums the retention multiplier across these years.3 yrs
CAC (fully loaded)The fully loaded cost to acquire one customer: all sales and marketing cost, burdened, not just program spend.How to measureTotal sales and marketing spend (people, tools, programs, overhead) divided by new customers won in the same period.$10,000
Annual cost to serveThe yearly cost to deliver and support one customer: success, support, infrastructure, and services per account.How to measureAttributable delivery and support cost divided by active customers, per year. Accumulated over the horizon like lifetime value.$1,800

The four seed cohorts are illustrative composites, not your data. Deal size, win rate and cycle are anchored to published SaaS ranges (SaaS Capital, Optifai). Retention and cost inputs are illustrative. Edit any cohort and the numbers become your own.