Walk into any deal review knowing what is actually known.

Score forecast quality and deal risk from a deal list.

1. Forecast category distribution. How much pipeline sits in Commit vs Best Case vs Pipeline vs Omit? Is Commit enough to cover the remaining target gap? Is Best Case realistic or inflated?

2. Stage velocity and stuck deals.

• Flag early-stage deals with close dates this period, at risk of not closing in time.
• Flag deals with no next step documented, likely stalled.
• Flag deals in the same stage past STUCK_DAYS.

3. Concentration risk.

• Any single deal over 30% of remaining pipeline, flag it.
• Any single rep holding over 50% of total pipeline, flag it.
• More than 60% of pipeline in early stages, flag the stage mix.

4. Close-date accuracy.

• Close dates in the past on deals still open, flag them.
• Close dates that have moved more than once, flag them.

5. Deal-level detail table. Account, owner, stage, close date, amount, forecast category, next step, and a risk flag. Red for commit or best-case stuck in early stages, past-due close dates, or no next step. Yellow for pipeline deals closing this period or large deals with no recent activity. Green for commit deals late-stage with a clear next step.

6. Rep-level summary. Per rep: total pipeline, pipeline by forecast category, deal count, average deal size, and largest deal as a concentration check.

Lead with the forecast gap: how much Commit plus Best Case covers versus the remaining target. Then name the top three riskiest deals with a specific reason each.

Turn a deal's meeting history into a brief a rep or manager can walk into a review with, fully prepared, with evidence from actual conversations.

Structure every brief against your qualification framework (MEDDIC, MEDDPICC, or your own). For each element of your framework, pull evidence directly from the conversations and bind it to the matching field. Where a field is empty in the conversation, that is a qualification gap, not a formatting choice. Call it out and name the field.

A general spine, adapt to your framework:

• Problems / pain. What specific, ideally quantified problems has the buyer named (revenue, cost, time, headcount, tooling pain)? Quote it and the meeting it came from. If absent, flag it.
• Value alignment. Has your value been tied explicitly to those problems, a business case or ROI the buyer agreed with? If you have demoed features but not aligned them to a problem, that is a gap.
• Decision dynamics. Who decides, on what criteria, through what process (procurement, legal, security, pilot, committee), and by when? Is the named decision maker identified and engaged? An absent or unengaged decision maker past discovery is a significant risk.
• Champion. Is someone internally advocating? Look for forward-looking questions ("how would we roll this out?") and volunteered intros. No champion is high risk.
• Next steps. Are there mutually agreed next steps with real dates? "Sometime next quarter" is a gap.

Qualification-vs-stage gap check (the sandbagging catcher). Compare framework coverage to the deal's current stage and name any missing field, never just "incomplete."

Stage claims Discovery      and the pain/problem field is empty      -> GAP (name it)
Stage claims Validation     and the value-alignment field is empty   -> GAP (name it)
Stage claims Proposal       and decision dynamics are unmapped       -> GAP (name it)
Stage claims Negotiation    and next steps have no date              -> GAP (name it)
Forecast = Commit           and ANY required field is empty          -> COMMIT_RISK

Risk signals to surface. Qualification gap for the current stage (name the field), a Commit deal missing any required field, a decision maker not identified or engaged past discovery, a stale deal (no meetings past STALE_DAYS with no clear next step), a competitor mentioned (quote it and the meeting), vague or dateless next steps, single-threading, and overdue action items.

Next steps. Close with two or three specific, prescriptive moves tied to the gaps. Example: "Problems are not quantified, book a follow-up to attach a number to the stated pain." "No named decision maker, get the champion to map the approval process and introduce the economic buyer."

Open the brief with a two-to-three-sentence executive summary: current state, biggest gap or risk, recommended next action. Use direct quotes from the conversations to keep it credible.

For a portfolio review across deals, give a shorter summary per account (exec summary, top gap, next step), a portfolio view (healthy / at-risk / stalled), and the patterns across the set (common objections, recurring gaps that signal a coaching opportunity).