Growth decision tools
B2B SaaS Revenue Funnel Calculator
Find which funnel assumption deserves your next experiment. Compare acquisition and bookings scenarios without confusing a model with a forecast.
Revenue opportunity model
Compare one funnel intervention using comparable cohorts, explicit assumptions and capacity limits.
Model one funnel change. Bookings are not cash or recognized revenue.
Set your assumptions
Revenue opportunity model
Illustrative sampleOne-stage low/base/high assumptions; new annual-contract bookings, not recognized revenue or cash.
Monetary amounts use USD; no exchange-rate conversion. Display values are rounded to two decimals. CSV exports retain returned numeric values.
- Base scenario bookings per source period
- $144,000
- Incremental horizon bookings
- $288,000
- Complete cohorts in horizon
- 12
- Baseline expected customers
- 10
One intervention at a time
| Case | Relative change% | Bookings/source period | Horizon bookings |
|---|---|---|---|
| Low | 10 | 132,000 | 1,584,000 |
| Base | 20 | 144,000 | 1,728,000 |
| High | 30 | 156,000 | 1,872,000 |
Independent marginal sensitivity, same relative assumption
| Stage | Incremental bookings/source period |
|---|---|
| traffic | 24,000 |
| lead | 24,000 |
| qualification | 24,000 |
| win | 24,000 |
Assumptions and limits
Assumptions used
- Editable scenario inputs; not measured outcomes or benchmarks.
- Comparable source period:1months; completed cohorts after0month lag:12.
- Baseline cohort: Illustrative scenario, not actual company data
- Rates cap at100%; sensitivity ties do not establish a causal bottleneck. Shared capacity is allocated proportionally across cohorts.
What this does not establish
- No guarantee of business results.
- No automatic compounding of multiple interventions; no recognized revenue, renewals, churn or cash forecast.
Calculations and pasted-evidence analysis run in this browser. Saving is optional.
Keep the work. Control the sharing.
JSON files include your inputs. CSV and copied briefs include results that may be sensitive. A copied tool link opens this tool without your inputs or result.
More traffic is only one way to change acquisition economics
A useful growth conversation starts with consistent definitions. Sessions, leads, qualified opportunities and won customers need to describe the same acquisition cohort. Combining this month’s traffic with this month’s wins can conceal a long sales cycle. Use measured cohort rates where possible and mark estimates before interpreting the result.
Method and assumptions
Multiply sessions by visitor-to-lead rate, lead-to-opportunity rate and opportunity win rate to model customers. Multiply customers by annual contract value to model new ACV bookings. A 20% relative improvement multiplies one rate by 1.2; it does not add 20 percentage points. A conversion rate cannot exceed 100%.
An illustrative example
Illustrative example: 10,000 sessions × 2% leads × 25% opportunities × 20% wins produces 10 modeled customers. At 12,000 currency units of annual contract value, that is 120,000 of modeled new ACV bookings. Improving only the first rate by 20% relative produces 12 modeled customers, assuming the other stages, timing and capacity stay unchanged.
Turn the result into a useful next step
Compare one intervention at a time, inspect the range, and check whether sales or delivery capacity can absorb the change. Use the biggest sensitivity as a question to investigate, not proof that a stage is broken. I can help you establish the baseline and design the next growth experiment.
What the result can establish
Bookings are not recognized revenue, ARR, margin or cash. The model does not establish causality, forecast seasonality or prove acquisition cost. Twelve repeated monthly scenarios are an annualized assumption, not evidence that improvements persist.
Questions before you use the result
Is this a revenue forecast?
No. It is transparent scenario arithmetic using your inputs. Cohort consistency, time lag, execution and real customer behavior determine whether a scenario is attainable.
What is a relative improvement?
A 20% relative improvement changes a 2% conversion rate to 2.4%. Adding 20 percentage points would change it to 22%, which is a very different assumption.
Should I enter monthly wins from my CRM?
Only compare them with acquisition inputs from the relevant cohort. A long sales cycle can make calendar-month stage totals incomparable.
Does the most sensitive stage need fixing first?
Not necessarily. Check evidence, achievable change, cost, capacity and dependencies before choosing the intervention.
Do I need to leave my email to use the result?
No. The core tool works without an email gate. Contacting me about an engagement is an optional next step.
Who delivers the consulting work?
I do. I personally lead and deliver the agreed work. Your business retains its own responsibilities and access approvals; the scope is agreed with me directly.
Connect the decision to action
Work with me on the next decision
I personally review the business problem, agree the scope with you and deliver the work. Bring the questions the tool helped you identify.