---
id: casos/cobertura-de-pipeline
area: RevOps
usage: common
effort: medium
grain: Period x scope (total, channel, team, rep or product)
---

# Pipeline coverage vs target

How much is left to reach the period's target, how much of the open pipeline can close in time and whether that covers what is missing, by channel, team and rep.

## Executive summary

**For:** Sales leaders who want to know mid period whether the target is still reachable.

**What it solves**

- The target gap is calculated the same way for everyone, net of what was already won.
- Only pipeline that can close within the period counts toward coverage.
- The question 'will we hit it?' gets an answer weeks before month end.

**Why it matters:** The target lives in a spreadsheet and the pipeline in the CRM, and each manager joins them a different way. A comparable coverage tells early where pipeline is missing and where closing is missing, in time to act. Together with the forecast, it is the most requested view in the revenue meeting.

**Business questions it answers**

- Will we hit this month's target? How much is left?
- Does the open pipeline cover what is missing for each channel this quarter?
- How much do we need to win per business day to reach the target?
- Which rep is below the required coverage?
- How much new pipeline do we need to generate for next quarter?

**What you need**

- CRM connected with open and won deals, expected date and owner
- The targets spreadsheet connected to Nekt, with period, scope and amount
- The table linking each owner to a channel or team

**What you get**

- A table of target, won, gap and pipeline by period and scope
- Nominal and weighted coverage, with the required multiple alongside
- Pro rata target to date and required pace until period end
- An AI agent that answers whether the target is covered

## Detailed

### The problem

The target sits in the spreadsheet in several cuts at once (total, channel, product, rep) and the pipeline sits in the CRM with expected dates that have already passed. Adding every spreadsheet row triples the target, and dividing the whole open pipeline by the full target forgets what was already won and counts deals that will not close in time. Coverage looks comfortable until the last week.

### Business rules

1. **One target, one scope.** Load the spreadsheet into a long table with period, scope (total, channel, team, rep, product), scope key and amount. Total and cuts live in the same table: always sum filtering one scope, or the target doubles or triples. On load, update only the rows present in the spreadsheet for the period, keeping the others. (Avoid: Add every row of the targets spreadsheet.)
2. **The gap nets out what was already won.** Gap = period target - revenue won in the period, by win date and in the same scope. Coverage is over the gap, not the full target. When won exceeds the target, the gap is zero and coverage does not apply. (Avoid: Coverage = open pipeline / target.)
3. **Only what can close in the period covers it.** Eligible pipeline = open deals in acquisition pipelines with an expected date between today and period end. Past, blank or out of period dates stay out. A deal that just entered an early stage, with an average cycle longer than the days left, does not cover the current period either. (Avoid: Use the whole open pipeline in the CRM.)
4. **The required multiple comes from your conversion.** The required multiple is 1 divided by the eligible pipeline's historical win rate: a 25% rate calls for 4 times the gap. Show nominal coverage against that multiple and weighted coverage against 1. Do not use a market 3x in place of the measured rate. (Avoid: A 3x coverage target for every team.)
5. **Owner maps to channel through a table, with validity.** Link each owner to a channel or team through a table kept by the manager, with validity start and end. Use the owner as of the reference date; some teams freeze the book on a fixed day of the month, after the transfer deadline. Normalize names before matching with the spreadsheet. (Avoid: Match the target to the current owner by the typed name.)
6. **A shared deal counts once in the total.** A joint deal between two channels or with two reps counts for each one in their own row, but only once in the total row. Remove the overlap from the total, separately for open and won. (Avoid: Total = sum of the rows by channel.)
7. **Pro rata target, without blind linearity.** To track mid period, compare won through yesterday (D-1, America/Sao_Paulo) with the pro rata target. The simplest way is target x elapsed days / days in the period. If sales concentrate at month end, spread the target by week and calendar weights, keeping the total and with no negative days. (Avoid: Compare today's won with the full month target.)
8. **Required pace in business days.** Required pace = gap / remaining business days, with the holiday calendar. Show it next to the actual pace (won / elapsed business days). It is the number the rep understands. (Avoid: Divide the gap by calendar days.)
9. **A scenario is not bottom-up.** The required pipeline for the next period is only bottom-up if ticket, conversion and cycle are measured. If any is missing, present it as a scenario, as a minimum and maximum range, with the list of what still needs measuring. A market benchmark does not fill a missing input. (Avoid: Fill the missing rate with a market benchmark.)

### How to read coverage

The required multiple is 1 divided by the scope's historical win rate.

- **won in the period >= target** → Target hit (`gap = 0`)
- **eligible pipeline >= gap x multiple** → Covered: the focus is closing
- **eligible pipeline >= gap, but < gap x multiple** → Watch: only closes with conversion above history
- **eligible pipeline < gap** → Uncovered: even winning everything falls short

### Definitions

| Metric | Definition |
|---|---|
| Scope target | the spreadsheet amount for the period and a single scope (total, channel, team, rep or product) |
| Won in the period | sum of the amount of won deals with a win date in the period, in the same scope |
| Gap | the larger of zero and target - won in the period |
| Eligible pipeline | sum of the amount of open acquisition deals with an expected date between today and period end |
| Nominal coverage | eligible pipeline / gap |
| Weighted coverage | sum of the weighted amount of the eligible pipeline / gap |
| Required multiple | 1 / historical win rate of the eligible pipeline, by scope |
| Pro rata target | target x elapsed days through D-1 / days in the period, or by the declared weight distribution |
| Required pace | gap / remaining business days in the period |

### Pitfalls

- **Tripled target.** The total target and the cuts by channel and by product were on the same rows, and summing without a scope filter tripled the target. How to avoid: Always filter one scope before summing.
- **Rep with no channel.** A rep who served two channels was left out of the owner x channel table, and their pipeline covered no target at all. How to avoid: Disambiguate by deal when an owner serves more than one channel and flag owners with no channel.
- **Half year target split without agreement.** A target set per half year was split into quarters by a rule nobody had agreed, and one quarter looked uncovered. How to avoid: Declare the target split rule (for example, half in each quarter) with the spreadsheet.
- **Upgrade counted as a new sale.** Upgrades from the base entered the new sales won amount and covered a gap that belonged to acquisition. How to avoid: Upgrade and expansion count only in base revenue actuals, never in new sales.
- **Bonus added to the target.** Sources that counted as bonus sat in the same spreadsheet as the ones that counted toward the target, and the target looked bigger than agreed. How to avoid: Keep target and bonus target in separate columns.
- **A spreadsheet that changes format.** The spreadsheet's month columns changed every year and the load broke in January. How to avoid: Load the spreadsheet into a long format and validate period and scope on load.

### Acceptance test

- [ ] For each period, the sum of the channel scope targets equals the total scope target, or the difference is declared.
- [ ] Won for a closed month matches the CRM won deals report in the same scope (difference under 1%).
- [ ] No deal with a past, blank or out of period expected date enters the eligible pipeline.
- [ ] The won and pipeline totals count each deal once, including those shared between channels.
- [ ] The gap is never negative and coverage does not show when the gap is zero.

### Context document

```text
Pipeline coverage vs target
- Source: coverage table (period x scope), with target, won, gap, eligible pipeline, nominal coverage, weighted coverage and required multiple.
- Always filter one scope (total, channel, team, rep or product) before summing targets. Never add scopes.
- Gap = target - won in the period, never negative. Coverage is over the gap.
- Eligible pipeline = open acquisition deals with an expected date between today and period end. Past and blank dates stay out.
- Required multiple = 1 / the scope's historical win rate. Do not use a market 3x.
- Pro rata target with won through D-1, in America/Sao_Paulo. Required pace in business days.
- Upgrades and expansion do not count in new sales won.
- A projection without measured ticket, conversion and cycle is a scenario: say which inputs are missing.
Client exceptions:
- <client>: half year target split into quarters by <rule>.
- <client>: owner x channel in <table>; book frozen on day <n> of the month.
```

### Variations

- **Required pipeline:** How many deals and leads to generate for the next period, from the expected gap and the measured win rate, ticket and cycle.
- **Target by count:** When the target is a number of sales or enrollments, the same rule with a count of distinct deals.
- **Commission:** Attainment by rep feeds variable pay, with the owner frozen as of the reference date.