The 5-Minute Pipeline Health Check

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Sales forecasts have a habit of looking healthy—until the deals you’ve banked on start slipping, slowing, or vanishing entirely. Every time a forecasted deal gets pushed back a quarter, your revenue predictability takes a hit, your team loses momentum, and your credibility with leadership weakens. The difference between a strong pipeline and an illusion of one often comes down to a single question:

If the CFO of your prospect’s company walked in right now and asked, “Why should we invest in this?”—what would you say?

Go ahead. Grab your top five live opportunities, the ones you’re forecasting for Q1 or Q2, and test yourself. Can you answer that question in 20 seconds or less?

More importantly, does your answer directly and concisely address:

• The economic impact of solving (or not solving) the problem
• A clear timeframe in which action needs to be taken

If not, your deal isn’t as solid as you think.

Why This Question Matters More Than You Think

CFOs—or whoever holds the economic decision-making power—are not interested in vague promises of efficiency, better workflows, or “future-proofing.” They want a hard business case.

Your ability to articulate the economic value of your solution is a direct reflection of how well you’ve:

1. Discovered the key problem statements
2. Validated their urgency and impact
3. Documented quantifiable consequences of inaction
4. Articulated a compelling and time-sensitive business case

If you haven’t done these steps properly, your forecast is little more than wishful thinking.

Make It Impossible to Say No

If you can’t make the financial case for urgency in under 20 seconds, your prospect probably can’t either when they go to get budget approval. And that’s a problem.

Most deals don’t die because the buyer isn’t interested. They die because when the moment of decision arrives, the internal conversation falls flat. Someone—whether it’s the CFO, the procurement team, or a senior stakeholder—asks, “Do we really need to do this right now?” and no one in the room has a compelling enough answer.

That’s where a compelling event comes in.

A compelling event is a critical moment or situation that forces a prospect to take action within a defined timeframe. It’s the difference between a deal that drags on indefinitely and one that gets closed. Without one, urgency is low, and your deal risks slipping or stalling.

For an event to be truly compelling, it must meet three key conditions:

• Significant Business Impact – The event must have measurable consequences for the business (e.g., revenue loss, regulatory penalties, operational inefficiencies).
• Defined Timeline – There must be a clear deadline by which action needs to be taken. No deadline = no urgency.
• Clear Consequences of Inaction – If the prospect does nothing, something bad happens. If the impact of doing nothing isn’t painful enough, the urgency won’t be there.

If your deals aren’t tied to a compelling event, they are far more likely to stall or slip into the dreaded “maybe next quarter” category. And that’s exactly how pipelines end up looking full but failing to convert.

So, the real test for your forecast isn’t just whether your prospects are interested. It’s whether there’s an event that makes action unavoidable. If you can’t pinpoint it, your deal isn’t moving—it’s waiting to be lost.