18 October 2026 · MEDDPICC
You have £1,825,400 open across 55 deals. TellMyCRM read 4,067 customer emails and 157 meetings on your deals. £427,600 of it (23%) is probably not going to close.
How healthy are your sales, really?
The pipeline is not fully believable as it stands. £427,600, 23% of open value, is probably not closing, and those same 10 deals also look like past losses. The weighted forecast of £484,000 likely overstates what will land, since 34 open deals worth £1,069,900 stand where lost deals stood.
What is stopping you winning more?
Deals are commonly missing agreed next steps, 6 open deals worth £199,900 have none, and missing close dates, 5 deals worth £139,400. Across won and lost deals, knowing the paper process, champion, decision process and economic buyer all go with winning, yet these are the very things missing from the largest numbers of open deals, 40, 35, 34 and 23 respectively.
What are your strongest salespeople doing differently?
Sarah Jenkins does clearly more than Owen Nash on meeting the customer, finding the economic buyer, finding a champion and agreeing a next step, all things that go with winning across the team. Sarah Jenkins's average won deal, £30,980, is bigger than Owen Nash's, £17,112, so deal size should be checked before putting this down to selling alone.
What should you coach each person on?
Alan Ridley should be coached first, holding 39% of all open pipeline but the lowest win rate, 47%, and the furthest behind on moving deals to the next stage as quickly as won deals did, 12% against the rest of the team's 48%. Joe Spicer and Nina Vasco have smaller, more specific gaps worth addressing next.
What improvement is realistic?
The estimate suggests roughly £681,000 more could have been won last year, mostly from Alan Ridley matching the team on moving deals to the next stage as quickly as won deals did, about 11 more deals worth £602,290. This assumes the habit is worth the same for each person as for the team and that nothing else changes, so it is an estimate from history, not a promise.
4,067 customer emails, 157 meetings and 263 notes on your deals, each read for what the customer said and what is known under your sales method, with 203 deals closed in the last 12 months (106 won, 97 lost).
Not connected yet: Owen Nash, Dan Mercer, Alan Ridley, Sarah Jenkins, Joe Spicer, Nina Vasco. Their emails are not in this audit until they connect their mailbox.
Facts, our reading of them and our advice are kept apart in every section: "What we found" is worked out by code from your data; "What it suggests" and "What to do" are written from those figures, and checked against them.
£1,825,400 open across 55 deals. This month: £680,600 due to close, £484,000 weighted by your CRM’s own stage odds.
£427,600 of it (23% of the open value) is probably not going to close: past its close date with nothing happening, or open far longer than your deals usually take.
All 10 deals past their date or far older than usual are also among the 34 open deals that look like the ones you lost (below). The two lists overlap, so their values must not be added together.
| Deal at risk | Owner | Value | Why |
|---|---|---|---|
| Ledbury Castings — framework order | Alan Ridley | £86,300 | cooling, 2 hedges ("we may need to push this back a little"), close date pushed twice, no next step |
| Northgate Homes — service agreement | Alan Ridley | £67,900 | no reply for 7 days, board approval |
| Carrow Fittings — supply contract | Alan Ridley | £57,800 | past its close date by 4 days, no next step, board approval, no reply from the customer in 39 days |
| Fenwick Supplies — framework order | Alan Ridley | £48,500 | no reply from the customer in 42 days |
| Selby Coatings — upgrade | Joe Spicer | £34,400 | cooling, 2 hedges ("we may need to push this back a little"), close date pushed twice, no next step, board approval |
| Ashby Electrical — framework order | Nina Vasco | £31,500 | no reply from the customer in 41 days |
| Linton Joinery — supply contract | Nina Vasco | £30,200 | past its close date by 8 days, board approval, no reply from the customer in 41 days (1 follow-up email from us unanswered, the last 37 days ago) |
| Priory Print — service agreement | Nina Vasco | £30,000 | no reply for 8 days, no next step, board approval |
| Marsh and Co — upgrade | Joe Spicer | £27,100 | no next step, board approval |
| Dorne Textiles — renewal | Joe Spicer | £25,000 | board approval |
| Dorne Textiles — rollout | Joe Spicer | £19,600 | past its close date by 4 days, no next step, board approval, no reply from the customer in 41 days |
| Trent Valley Tools — renewal | Joe Spicer | £12,400 | no reply for 7 days, no next step |
| Wren Park Motors — pilot | Owen Nash | £9,700 | no reply for 7 days, no next step |
£427,600 of open pipeline, 23% of the total, is probably not going to close, and all 10 of those deals also sit on the list of deals that look like past losses. The weighted figure of £484,000 likely overstates what will actually land this month given this overlap.
Alan Ridley, Joe Spicer, Nina Vasco and Owen Nash should each review their own deals on this list this week and agree a next step or close them out. Success looks like a shorter list next month.
£339,300 of open pipeline sits in 11 deals with at least one problem in the CRM (11 of 55 open deals). A deal with several problems is counted once.
6 open deals have no next step, worth £199,900. Agree a next step with the customer on each one and record it.
| Deal | Owner | Value |
|---|---|---|
| Ledbury Castings — framework order | Alan Ridley | £86,300 |
| Selby Coatings — upgrade | Joe Spicer | £34,400 |
| Priory Print — service agreement | Nina Vasco | £30,000 |
| Marsh and Co — upgrade | Joe Spicer | £27,100 |
| Trent Valley Tools — renewal | Joe Spicer | £12,400 |
5 open deals have no close date, worth £139,400. Give each one the date the customer expects to decide.
| Deal | Owner | Value |
|---|---|---|
| Pennine Systems — framework order | Alan Ridley | £53,900 |
| Harlow Interiors — rollout | Sarah Jenkins | £30,300 |
| Vale Print — framework order | Nina Vasco | £22,000 |
| Oakfield Plastics — upgrade | Joe Spicer | £17,300 |
| Halloway Foods — framework order | Owen Nash | £15,900 |
2 open deals have had their close date pushed back two or more times, worth £120,700. Ask the customer what has to happen before they sign, and set the date from that.
| Deal | Owner | Value | Close date moved |
|---|---|---|---|
| Ledbury Castings — framework order | Alan Ridley | £86,300 | pushed back twice |
| Selby Coatings — upgrade | Joe Spicer | £34,400 | pushed back twice |
We could not look for duplicate deals: your CRM has not given us contact emails on your deals.
We could not check for stages nobody uses: TellMyCRM does not hold the full list of stages in your CRM.
£339,300 sits in deals with a CRM problem, mostly missing next steps (£199,900) or missing close dates (£139,400). These are the deals most likely to drift, since nobody has agreed what happens next or when.
Each deal owner fixes their own listed deals this week: agree a next step with the customer, or get the date the customer expects to decide. Check by running the same CRM report in a month.
From 106 won and 97 lost deals in the last 12 months, how often each thing was true on the deals you won against the ones you lost.
| On the deal | Won | Lost |
|---|---|---|
| the deal kept moving through its stages | 88 of 106 (83%) | 20 of 97 (21%) |
| a next step was agreed | 82 of 106 (77%) | 24 of 97 (25%) |
| decision process known | 67 of 106 (63%) | 12 of 96 (13%) |
| decision criteria known | 77 of 106 (73%) | 23 of 96 (24%) |
| pain known | 81 of 106 (76%) | 29 of 96 (30%) |
| economic buyer known | 68 of 106 (64%) | 20 of 97 (21%) |
| metrics known | 64 of 106 (60%) | 20 of 96 (21%) |
| champion known | 56 of 106 (53%) | 16 of 97 (16%) |
| more than one person at the customer wrote to us | 53 of 106 (50%) | 14 of 96 (15%) |
| a quiet customer was chased within a week | 34 of 45 (76%) | 32 of 79 (41%) |
| there was at least one meeting | 72 of 106 (68%) | 37 of 97 (38%) |
| paper process known | 38 of 106 (36%) | 11 of 96 (11%) |
| competition known | 45 of 106 (42%) | 22 of 96 (23%) |
How the team worked on the deals it won and lost:
| On average | Won | Lost |
|---|---|---|
| emails and meetings per deal | 20.3 | 8.9 |
| meetings per deal (no real difference) | 0.7 | 0.4 |
| share of the emails that were ours (no real difference) | 55% | 57% |
| longest silence | 10.5 days | 17.9 days |
| hours to answer a customer email | 8.1 hours | 33.8 hours |
| days from the deal opening to our first word (no real difference) | 2.3 days | 3.9 days |
| days from first contact to close (no real difference) | 43.6 days | 49.4 days |
| people at the customer who wrote to us (no real difference) | 1.6 | 1.1 |
| hours for the customer to answer us | 48.4 hours | 111.8 hours |
How you met the customer, and how often you won:
| Meetings | Deals | Won | Win rate |
|---|---|---|---|
| Met in person at least once | 61 | 46 | 75% |
| Teams or video only | 48 | 26 | 54% |
| No meeting we know of | 94 | 34 | 36% |
Why customers said no: Stayed with their current supplier (14, £404,700); Budget moved or withdrawn (13, £356,900); Timing: parked or paused (13, £303,300); Decided to do nothing (11, £413,200); Went with a cheaper supplier (11, £285,400).
These are what went with winning here, not proof that any one of them caused the win.
Sales should agree a next step on every deal and chase quiet customers within a week as standard practice. Check progress by the next 12 months of won versus lost figures on these two points.
Every email and meeting is read against MEDDPICC. For each part: how often it was known on deals you won and lost, and how many open deals still do not have it.
| Part | What it means | Known on won | Known on lost | Open deals missing it |
|---|---|---|---|---|
| Paper process | how the customer gets the contract signed (legal, purchase order, procurement) | 38 of 106 (36%) | 11 of 96 (11%) | 40 |
| Competition | who else the customer is looking at | 45 of 106 (42%) | 22 of 96 (23%) | 39 |
| Champion | someone at the customer who wants it to happen | 56 of 106 (53%) | 16 of 97 (16%) | 35 |
| Decision process | how the customer will decide, who is involved and by when | 67 of 106 (63%) | 12 of 96 (13%) | 34 |
| Metrics | the numbers the customer wants to improve | 64 of 106 (60%) | 20 of 96 (21%) | 33 |
| Decision criteria | how the customer will choose between the options | 77 of 106 (73%) | 23 of 96 (24%) | 32 |
| Economic buyer | who signs off the money | 68 of 106 (64%) | 20 of 97 (21%) | 23 |
| Pain | the problem the customer needs to fix | 81 of 106 (76%) | 29 of 96 (30%) | 16 |
"Missing" means we found no evidence of it in the emails, meetings and notes we read. The salesperson may know it and never have written it down, or it may have been agreed on a phone call we did not hear. Either way, nobody else in the business can see it.
Knowing the paper process, champion, decision process and metrics all go with winning here, yet these are also the parts missing from the most open deals: 40, 35, 34 and 33 respectively. This points to open deals carrying the same weaknesses that showed up in past losses.
Sales Director to review open deals missing paper process and champion first, since these have the largest open counts. Measure by the number of open deals still missing each part in 30 days.
Sarah Jenkins wins 68% of closed deals; Owen Nash wins 43%. Average won deal: Sarah Jenkins £30,980, Owen Nash £17,112. Check the deal sizes before reading the difference as selling alone.
| How often, on each person’s deals | Sarah | Owen | Rest of the team |
|---|---|---|---|
| meeting the customer | 82% | 49% | 58% |
| economic buyer | 80% | 47% | 48% |
| champion | 56% | 31% | 37% |
| next step | 84% | 59% | 60% |
| decision process | 51% | 32% | 40% |
| decision criteria | 67% | 48% | 49% |
| more than one person involved | 44% | 26% | 34% |
| pain | 71% | 54% | 59% |
| keeping deals moving | 62% | 47% | 48% |
| metrics | 53% | 46% | 42% |
| paper process | 35% | 28% | 26% |
| chasing | 52% | 52% | 50% |
| competition | 29% | 42% | 34% |
Where Sarah Jenkins does clearly more than Owen Nash:
A habit the best salesperson has is worth copying only if it goes with winning across the whole team, which "Why you win and why you lose" above shows.
Sarah Jenkins does clearly more than Owen Nash on meeting the customer, finding the economic buyer, finding a champion and agreeing a next step, and these are the same things that go with winning across the whole team. Sarah Jenkins's average won deal, £30,980, is larger than Owen Nash's, £17,112, so deal size should be checked before reading this purely as selling skill.
Owen Nash to pick up meeting the customer and agreeing a next step as habits, since these overlap with team-wide winning patterns. Review Owen Nash's figures against Sarah Jenkins's again in 30 days.
| Person | Open | Won (12 months) | Lost | Win rate |
|---|---|---|---|---|
| Sarah Jenkins | 10 (£350,100, 19% of all open) | 30 (£929,400) | 14 | 68% |
| Alan Ridley | 12 (£717,700, 39% of all open) | 14 (£768,100) | 16 | 47% |
| Joe Spicer | 12 (£280,200, 15% of all open) | 25 (£580,000) | 26 | 49% |
| Nina Vasco | 11 (£285,100, 16% of all open) | 20 (£501,200) | 18 | 53% |
| Owen Nash | 10 (£192,300, 11% of all open) | 17 (£290,900) | 23 | 43% |
Alan Ridley holds the largest share of open pipeline, 39%, but the lowest win rate, 47%, and Owen Nash the next lowest, 43%. Sarah Jenkins's 68% win rate stands well above the rest of the team.
Sales Director to prioritise Alan Ridley for coaching given the open pipeline size at risk. Review win rate alongside open pipeline value again next quarter.
Each person’s plan
Sarah Jenkins has 10 open deals worth £350,100, 19% of all open pipeline, and wins 68% of closed deals (the team: 52%).
Sarah Jenkins has 7.1 customer conversations a week over the last 8 weeks, steady; 7 last week.
Sarah Jenkins is close to or ahead of the rest of the team on everything we measure. The next step up is on Sarah Jenkins’s own lowest figures:
| What to work on | Now | Rest of the team | Target in 30 days |
|---|---|---|---|
| finding out who else the customer is looking at | 29% (16 of 55) | 34% | 39% of new and open deals |
| finding out how the customer gets the contract signed (legal, purchase order, procurement) | 35% (19 of 55) | 26% | 45% of new and open deals |
Alan Ridley has 12 open deals worth £717,700, 39% of all open pipeline, and wins 47% of closed deals (the team: 52%).
Alan Ridley has 6 customer conversations a week over the last 8 weeks, going up; 11 last week.
| What to work on | Now | Rest of the team | Target in 30 days |
|---|---|---|---|
| moving deals to the next stage as quickly as your won deals did | 12% (5 of 43) | 48% | 48% of new and open deals |
| agreeing a next step | 44% (19 of 43) | 60% | 60% of new and open deals |
| chasing quiet customers within a week | 37% (11 of 30) | 50% | 50% of new and open deals |
Also: Alan Ridley takes 4.4 days to first contact a new deal (the rest of the team: 2.5 days), and goes up to 19.8 days without speaking to a customer (the rest of the team: 14 days).
Last year, at the team’s rate on moving deals to the next stage as quickly as your won deals did, about 11 more of Alan’s deals would probably have been won, roughly £602,290.
Joe Spicer has 12 open deals worth £280,200, 15% of all open pipeline, and wins 49% of closed deals (the team: 52%).
Joe Spicer has 7 customer conversations a week over the last 8 weeks, going up; 11 last week.
| What to work on | Now | Rest of the team | Target in 30 days |
|---|---|---|---|
| finding out who signs off the money | 31% (20 of 64) | 48% | 48% of new and open deals |
| finding someone at the customer who wants it to happen | 23% (15 of 64) | 37% | 37% of new and open deals |
| finding out the numbers the customer wants to improve | 30% (19 of 64) | 42% | 42% of new and open deals |
Also: Joe Spicer takes 16.4 hours to answer a customer email (the rest of the team: 10.6 hours).
Last year, at the team’s rate on finding out who signs off the money, about 2.4 more of Joe’s deals would probably have been won, roughly £56,302.
Nina Vasco has 11 open deals worth £285,100, 16% of all open pipeline, and wins 53% of closed deals (the team: 52%).
Nina Vasco has 6.8 customer conversations a week over the last 8 weeks, going up; 7 last week.
| What to work on | Now | Rest of the team | Target in 30 days |
|---|---|---|---|
| meeting the customer | 48% (24 of 50) | 58% | 58% of new and open deals |
Last year, at the team’s rate on meeting the customer, about 0.9 more of Nina’s deals would probably have been won, roughly £22,150.
Owen Nash has 10 open deals worth £192,300, 11% of all open pipeline, and wins 43% of closed deals (the team: 52%).
Owen Nash has 5.9 customer conversations a week over the last 8 weeks, going up; 8 last week.
Owen Nash is close to or ahead of the rest of the team on everything we measure. The next step up is on Owen Nash’s own lowest figures:
| What to work on | Now | Rest of the team | Target in 30 days |
|---|---|---|---|
| getting more than one person at the customer involved | 26% (13 of 50) | 34% | 36% of new and open deals |
| finding out how the customer gets the contract signed (legal, purchase order, procurement) | 28% (14 of 50) | 26% | 38% of new and open deals |
Also: Owen Nash takes 11.6 hours to answer a customer email (the rest of the team: 10.6 hours), and takes 2.6 days to first contact a new deal (the rest of the team: 2.5 days).
Of 1987 emails your team sent in the last year, 1328 got the customer back within a week.
Get more replies:
A reply is not the same as progress. What followed each kind of email:
| Emails that... | Got a reply | A meeting within 2 weeks | Someone new at the customer wrote | The deal changed stage within 3 weeks |
|---|---|---|---|---|
| sent the proposal, quote or price | 386 of 550 (70%) | 47 of 550 (9%) | 15 of 550 (3%) | 481 of 550 (87%) |
| proposed a time or asked for a date to talk | 808 of 1219 (66%) | 180 of 1219 (15%) | 86 of 1219 (7%) | 1037 of 1219 (85%) |
| asked about their situation, needs or problem | 224 of 335 (67%) | 69 of 335 (21%) | 41 of 335 (12%) | 284 of 335 (85%) |
| asked for an update and said nothing new, like "Have you got an update for me?" | 188 of 277 (68%) | 52 of 277 (19%) | 10 of 277 (4%) | 244 of 277 (88%) |
| answered a concern, question or objection they raised | 133 of 217 (61%) | 47 of 217 (22%) | 14 of 217 (6%) | 180 of 217 (83%) |
| set out one clear next step | 137 of 209 (66%) | 42 of 209 (20%) | 10 of 209 (5%) | 187 of 209 (89%) |
| thanked them and recapped what was agreed | 133 of 204 (65%) | 39 of 204 (19%) | 16 of 204 (8%) | 174 of 204 (85%) |
| shared proof: a case study, reference or similar customer | 123 of 189 (65%) | 38 of 189 (20%) | 9 of 189 (5%) | 166 of 189 (88%) |
| gave a reason to act by a date | 8 of 11 (73%) | 2 of 11 (18%) | 0 of 11 (0%) | 11 of 11 (100%) |
What goes with a reply or a meeting here, not proof it causes one. 370 of 2546 sent emails have not been read for their moves yet.
Sending the proposal, quote or price gets a reply 70% of the time against 66% without it, and goes with the deal changing stage within 3 weeks 87% of the time. This is a reply pattern, not proof that it wins the deal.
Sales team to include a proposal, quote or price in emails where appropriate. Check by the reply rate and stage-change rate on sent emails next quarter.
What we count: every customer meeting, every call where the customer picked up, and every week where the customer emailed and we emailed back about the same deal. Counted for the last eight full weeks.
| Person | A week, over 8 weeks | Last week | Trend |
|---|---|---|---|
| Sarah Jenkins | 7.1 | 7 | steady |
| Joe Spicer | 7 | 11 | ↑ up |
| Nina Vasco | 6.8 | 7 | ↑ up |
| Alan Ridley | 6 | 11 | ↑ up |
| Owen Nash | 5.9 | 8 | ↑ up |
| Team | 32.8 | 44 | ↑ up |
From the meetings, calls and emails on each deal, credited to the deal owner. Trend: the last four weeks against the four before.
Sales Director to check in 30 days whether the rise in conversations for Alan Ridley and Joe Spicer shows up in deals moving to the next stage.
34 of 55 open deals, worth £1,069,900, stand where your lost deals stood. The 8 worst:
| Deal | Owner | Value | Past deals like it |
|---|---|---|---|
| Ledbury Castings — framework order | Alan Ridley | £86,300 | older than any its owner has won |
| Northgate Homes — service agreement | Alan Ridley | £67,900 | older than any its owner has won |
| Harlow Interiors — supply contract | Sarah Jenkins | £58,500 | older than any its owner has won |
| Calder Timber — rollout | Sarah Jenkins | £51,200 | older than any its owner has won |
| Fenwick Supplies — framework order | Alan Ridley | £48,500 | older than any its owner has won |
| Hartwell Studio — renewal | Sarah Jenkins | £45,800 | older than any its owner has won |
| Dorne Textiles — service agreement | Joe Spicer | £44,400 | older than any its owner has won |
| Keswick Foods — refit | Nina Vasco | £43,700 | older than any its owner has won |
This is a different test from the pipeline section: these deals look like past losses on what is known about them, whatever their dates. Many deals are on both lists.
34 open deals worth £1,069,900 stand where lost deals stood, with several of the worst described as older than any their owner has won. Alan Ridley and Sarah Jenkins both appear among the worst 8, though for different reasons given Sarah Jenkins's higher win rate overall.
Each owner named on the worst 8 list reviews those specific deals this week and decides whether to push for a next step or close them. Check by whether these deals move stage or close within 30 days.
If each person had matched the rest of the team on the one thing each person is furthest behind on, last year would probably have looked like this:
| Person | Matching the team on | About this many more deals won | Roughly |
|---|---|---|---|
| Alan Ridley | moving deals to the next stage as quickly as your won deals did | 11 | £602,290 |
| Joe Spicer | finding out who signs off the money | 2.4 | £56,302 |
| Nina Vasco | meeting the customer | 0.9 | £22,150 |
Altogether: about 14.3 more deals, roughly £681,000.
How this is worked out: for each person, how many more of that person’s closed deals would have had it at the team’s rate, times how much more often deals with it were won here, times that person’s average won deal. It assumes the habit is worth the same for each person as for the team and that nothing else changes. It is an estimate from your own history, not a promise.
| When | What to do | How you will know it worked |
|---|---|---|
| Now | Check each of the deals in the £427,600 that is past its date or far older than usual | Every one of them is closed, or has a close date the customer has confirmed and a dated next step |
| This week | Go through Alan Ridley’s 12 open deals with Alan, one by one | Each has an agreed next step with the customer and a close date the customer has confirmed |
| Within 14 days | Put right the 11 open deals with a problem in the CRM, starting with the 6 that have no next step | Fewer than 6 open deals with a problem at the next audit |
| Within 14 days | Find out how the customer gets the contract signed (legal, purchase order, procurement) on the 40 open deals that do not show it | Fewer than 20 open deals still missing it |
| Within 30 days | Have Sarah Jenkins show the team how to go about meeting the customer | The team does it on more than 58% of deals |
| Next audit | Run the audit again in 30 days | It is compared with this one: what is probably not going to close, deals that look like losses, and each person’s figures above |