Win Rate

Count of opportunities that reached closed-won status during the period — the volume side of the period's sales output. Paired with closed_won_value gives the period's average won-deal size, a critical mix-shift indicator. Common pitfall: counting opportunity stage transitions rather than discrete deal closes (re-opened deals inflate the count). Boards read the trend over 4+ quarters to detect motion-volume stability — sharp drops while pipeline holds usually mean late-stage conversion has broken.

Count of opportunities that transitioned to closed-lost during the period — the volume side of pipeline disqualification. The other half of the win rate denominator; without tracking it explicitly you cannot compute or benchmark win rate. Common pitfall: stale "open" deals that should be marked lost are left open, inflating pipeline value while suppressing the lost count — a hygiene problem that compounds because next-period coverage looks fine while win rates silently degrade. Every CRM hygiene policy should specify a max-age before deals auto-flag for lost-or-update review.

Total dollar value of all opportunities closed-won during the period — the period's realized bookings from the pipeline motion. Reconciles to (sales.new_business + sales.expansion) when split by deal type. Common pitfall: reporting TCV (total contract value) here when the rest of the dashboard uses ACV — pick one and apply it consistently across closed_won_value, weighted_forecast, and pipeline_value, or the dashboard math stops reconciling.

Total dollar value of opportunities closed-lost during the period — the opportunity-cost view on the pipeline motion. Useful for sizing the "what we missed" gap and prioritizing post-mortem efforts on the highest-value losses. Common pitfall: post-mortems on small lost deals waste time relative to insight; tier the post-mortem cadence by value (e.g. every loss above the 80th-percentile deal size gets a written debrief). Boards expect the largest 2–3 losses to be explained explicitly in commentary.

Sum of the dollar value of all active deals currently in the sales pipeline — unweighted (raw deal-value sum, not probability-weighted). Boards read this as the top-of-funnel sufficiency check: if pipeline coverage (pipeline value / forecast) drops below the historic conversion-rate-implied threshold, the forecast is at risk. Common pitfall: confusing pipeline value with weighted forecast — the unweighted number always exceeds the weighted, often by 3–5× depending on the stage mix. Always report both and the implied conversion ratio.

Container handle for the per-stage pipeline metrics grid — for each pipeline stage (qualification, discovery, evaluation, proposal, negotiation, closing) tracks dealCount, totalValue, closingProbability, winRateFromStage, and avgTimeToClose. The most diagnostic surface in the pipeline view: where deals are bunching, which stage is the bottleneck, where conversion math is breaking. Rendered via the StageMetricsGrid widget seeded from PipelineStageValues. Common pitfall: trusting unchanged stage probabilities even as the deal mix shifts — re-calibrate the per-stage close rates quarterly against actuals or the weighted forecast drifts unreliably.