If Your Forecast Requires Negotiation, It Isn't Control.
Revenue volatility in enterprise sales is rarely a market problem. It is usually structural.
We design and install Enterprise Revenue Architecture to restore qualification discipline, executive deal control, and forecast integrity.
The Structural Problem
Forecast Negotiation
When deal status becomes a negotiating point between sales and finance, your forecast is a guess, not a fact. Revenue predictability collapses.
Pipeline Fiction
Deals stall in early stages without clear qualification criteria. Sales teams report activity, not outcome. Pipeline becomes a liability.
Discounting Pressure
Without deal control, discounts become the path of least resistance. Margin erosion accelerates deal velocity but destroys economics.
Stage Inflation
Sales advances deals through stages without clear qualification gates. Leadership decisions are made on false conviction.
Why Now
Enterprise sales cycles have extended. Buyer committees are larger. Procurement has more voice. Sales costs are climbing. Yet most organizations still forecast based on gut feel and deal progression stage, not structural control.
The result: predictability breaks down precisely when capital deployment decisions require certainty. CFOs and boards lose confidence in revenue guidance. Deal control shifts to pricing negotiation instead of buyer qualification.
Enterprise Revenue Architecture restores executive control by installing qualification discipline at the front of the sales process, creating forecast integrity at the middle, and enabling confident revenue decisions at the top.
Enterprise Revenue Architecture
Qualification Gates
We install deal-specific qualification criteria that executives and sales align on before opportunity is created. Deals advance only when qualification criteria are met.
Revenue Control Indicators
We establish leading indicators of deal health, not lagging indicators of stage. Deal probability, discount sensitivity, and execution risk become measurable.
Executive Decision Architecture
We define the financial and operational decisions that flow from revenue control. Forecast becomes basis for resource allocation and capital decisions.
The EVA™ Three-Layer Architecture
Executive Decision Architecture
Revenue guidance, forecast accuracy, capital deployment alignment, deal oversight governance
Deal Control & Executive Engagement
Multi-thread discipline, verified advancement, narrative control, stage validation
Qualification Discipline
Economic authority confirmed, buyer-acknowledged business impact, event-driven timeline, defined evaluation process, mutual next-step commitment
Qualification Gates
Buyer Fitness
Does the prospect fit your target buyer profile? Is there clear budget allocation? Does the evaluation timeline align with your sales cycle?
Economic Justification
Can the prospect articulate ROI on your solution? Is there documented business case? Has the prospect established value metrics?
Procurement Reality
Is procurement aligned or opposed? Are there competing solutions in evaluation? What is the approval chain and timeline?
Execution Capability
Does the prospect have technical readiness? Is there internal sponsorship? Are there organizational barriers to implementation?
Revenue Control Indicators
Deal Probability
Probability is set by qualification gate status, not by sales judgment. Probability updates when qualification criteria change, not when deals "feel good."
Discount Sensitivity
How much price discount will the buyer accept before deal value collapses? At what discount point does deal ROI become uneconomic?
Execution Risk
Can the organization successfully deliver? Are there implementation barriers? Will the prospect successfully adopt the solution?
Stage Progression Validity
Does the deal genuinely advance through qualification gates, or is it stalling? Are stage transitions indicating buyer commitment or sales activity?
Executive Revenue Assessment
We begin with a diagnostic. We analyze your current revenue architecture, identify structural control gaps, and recommend the specific changes required to restore forecast integrity.
The assessment is conducted with your CFO, CRO, and Chief Revenue Leadership to align on the problem and the required system changes.