The funnel was full of accounts a rep could not tell apart. So we scored the whole market.
A rep opens the pipeline and sees a thousand accounts that all look the same. An account scoring model that runs across the whole TAM, fit plus product plus intent, turns the market into a ranked list where every account carries a tier and a next move before anyone touches it. Scored right, the ranked list is what reps work top-down instead of guessing.
The picture, before the words.
88-person sales team, no product data yet. Open the Tier 1 brief and multi-thread now.
The pipeline was full and useless. Every account looked like every other account, so reps worked whoever was on top, not whoever was ready.
Scoring one deal at a time does not fix that. You have to score the whole market on the same rubric, so a rep can look at any account and know its tier and its next move without a research project.
Solve the seam, wire the stack, split the drag from the judgment.
ICP fit earns the base, 40 to 70. Product engagement adds up to 30, the loudest and most honest signal. Buying signals add up to 20, bounded so they can only ever help, never carry a bad-fit account.
Fit, product, and intent are scored separately and stacked, so the number always shows its work and no single signal can hide behind another.
The output is not a score in a vacuum. It is a tier, Strike or Hot and down, and a specific first action per account, by role, so a rep never has to ask what to do next.
Turn the whole TAM into a ranked list.
Three entry points, one motion, one honest score. Enrichment fills the evidence, scoring ranks it, the brief hands the rep the context.
| Stage | What it does |
|---|---|
| Enrichment | Fills the evidence: firmographics, contacts, product usage, signals |
| Scoring | Ranks the list, additive and never zero, on one scale |
| Brief | Hands the rep the context and the one next move |
What was true after that was not true before.
The result, and the detail behind it.
Lead with what changed, then break it down.
Once reps worked the ranked list top-down instead of guessing, revenue-bearing opps ran about four times the prior rate and new pipeline about four-and-a-half. And it was the right pipeline: 74 percent of opps scored strong-fit, and about 90 percent of the dollars came from strong-fit accounts, not the look-alikes that used to eat rep time. Prioritization did not just tidy the list; it changed what got worked. Cleaner fit at the top of the funnel is where the downstream win-rate and cycle-time gains come from.
You cannot prioritize a market by scoring one deal at a time. Put the entire TAM through one rubric, fit for the base, product for the lift, intent capped so it can only help, and make reps work the ranked list top-down. The teams that do book more of the right pipeline and stop burning a quarter of their capacity on accounts that were never going to buy.
The receipts, and what the field says.
From the people I built with.
“An incredible business partner with a rare skillset: trusted by senior leaders to step into a cross-functional project and represent an entire sales department. His execution helped grow UberEats in the right direction.”
“Heath is one of the rarest sales leaders I've learned from. He takes a holistic approach to go-to-market and understands every customer-facing department has a role in growth. I believe he's creating the blueprint for sales leaders to become holistic revenue leaders.”
Same method, on your workflow.
The playbooks and skills in Operator School are these builds, genericized so you can run the loop yourself. Get the next one in your inbox.