Use cases
Four jobs that stop contradicting each other
Sales, finance and customer success usually run on three different versions of the truth. These four workflows share one, which is what makes the forecast, the plan and the renewal book agree.
Sales leadership and revenue operations
Sales Forecasting
Replace the roll-up call with a forecast that already agrees with the data.
Most forecast calls are spent reconciling three versions of the same number: what the reps committed, what their managers adjusted it to, and what the CRM actually says. Revenue AI Platform produces its own bottom-up forecast from deal-level signals and holds it next to the submitted one, so the meeting opens on the gap between them rather than on a spreadsheet reconciliation nobody enjoys.
Every deal carries a probability the platform can explain: how many stakeholders are genuinely engaged, how long it has sat in stage compared with deals that went on to close, whether pricing has been discussed, whether activity has quietly fallen away. Managers can override any of it, and the override is recorded with its reason, so next quarter has something concrete to learn from.
Over time the platform scores its own calls. You can see where it runs hot, which segments it reads well, and how far out its accuracy holds. That is the only honest basis for deciding how much weight to give it, and it is visible from the first backtest rather than promised in a slide.
Forecast calls that debate deals, not definitions.
Modeled forecast against plan
Recalculated hourly
- Closed
- Forecast
- Confidence range
- Plan
Finance and strategy
Revenue Planning
Build the annual plan on the same signals that drive this quarter's forecast.
Annual planning usually happens in a workbook that is disconnected from the system running the quarter, which is exactly why the plan and the forecast start drifting apart by February. Here they share a source. Capacity, ramp, segment performance and historical conversion all feed the plan, and the plan in turn sets the targets the forecast is measured against.
Scenarios sit side by side rather than in separate files. Model a slower hiring plan, a shift in segment mix, a price increase landing in the third quarter, then compare the revenue paths with the assumptions written down beside each one. When a board member asks what happens if enterprise slips a quarter, the answer takes a minute instead of a week.
As the year runs, the plan is continuously re-based against actuals. The variance conversation becomes a discussion about a live gap and what to do about it, rather than a post-mortem on a document that stopped being true in March.
A plan that stays connected to the quarter it is meant to govern.
Saved scenarios against target
Three versions
- Committed
- Best case
- New pipeline
- Target
Sales managers and revenue operations
Pipeline Insights
Know which pipeline is real, which has stalled, and which is missing.
Coverage ratios flatter pipeline that has stopped moving. The platform weights every opportunity by how it is actually behaving, so pipeline that has not been touched in weeks, sits with a single contact, or has no agreed next step is discounted rather than counted at face value. The resulting number is smaller and considerably more useful.
Stage conversion and velocity are tracked per segment and per team against their own history, which surfaces the specific point where deals are getting stuck. A drop between evaluation and procurement in mid-market is a different problem from a drop after the first meeting, and the two need completely different responses.
Gaps are shown forward, not only backward. If a segment is short of the pipeline it will need to hit target two quarters from now, that shortfall appears while there is still time to build the pipeline rather than in the review that explains why the quarter was missed.
Coverage numbers that survive contact with the quarter.
Open pipeline by stage
Weighted coverage
- Progressing
- Flagged at risk
- Deal count
Customer success and account management
Renewals
See the renewal forming months before the renewal date.
Renewal risk rarely announces itself in the CRM. It shows up as licences going unused, a support queue getting louder, an executive sponsor changing role, an invoice paid later than usual. The platform reads those signals together and gives every account a renewal outlook with the specific reasons attached, so the risk is legible rather than a feeling.
Accounts are ranked by revenue at risk and by how much time is left to act, so a small account with eight weeks of runway does not outrank a large one that can still be turned around. Expansion works the same way: accounts pushing against their limits or adopting quickly are surfaced while the sponsor is still engaged and the budget conversation is still open.
Every intervention is tracked against what actually happened at renewal. Over a few cycles the team learns which plays genuinely move an outcome and which ones only fill a task queue, which is the difference between a customer success motion and a calendar of check-ins.
Renewal conversations that start early enough to matter.
Renewal outlook
Rolling 90 days
- Healthy
- Watch
- At risk
Start with the workflow that hurts most
Most teams begin with forecasting and add planning or renewals once the signals are trusted. Tell us where the pain is and we will scope the first phase around it.