Revenue layer rollout — pipeline, ledger, reporting on one surface
Pipeline lived in the CRM, billing lived in Stripe, reporting lived in a spreadsheet maintained by one person. We built the revenue layer that ties them together — a single surface with the numbers finance and sales both trust.
- Quarterly → Daily Reconciliation cycle
- ±18% → ±4% Forecast variance
- Eliminated Single person risk
- −60% Finance close time
- Wk 01 Pipeline schema
- Wk 02 CRM connector
- Wk 03 Billing connector
- Wk 04 Ledger v1
- Wk 05 Double-entry audit
- Wk 06 Finance running reports
- Wk 07 Unified dashboard
- Wk 08 ARR + cohort views
- Wk 09 Forecast model v1
- Wk 10 Confidence intervals
- Wk 11 Quarter close dry-run
- Wk 12 LIVE — quarter closed
Pipeline and billing normalize into a double-entry ledger. The unified surface serves pipeline, ARR, and forecast — every number traceable back to its source record.
The problem
Three teams owned three versions of the truth: sales owned the CRM pipeline, finance owned the billing system, analytics owned a spreadsheet. The numbers reconciled once a quarter, and only after several long meetings. The forecast was a guess dressed as a number.
What we built
A revenue layer that reads from the CRM and billing system, normalizes into a clean ledger, and surfaces pipeline, ARR, and forecast on one dashboard — with every number traceable back to its source record.
What shipped
- Typed pipeline model with stage definitions and SLAs
- Ledger with double-entry accounting and audit trail
- Unified reporting surface (pipeline, ARR, cohort, forecast)
- Forecast model with confidence intervals, not a single point estimate
How it ran
Twelve weeks. Embedded with the CFO. Weekly ships with a revenue-team standup every Tuesday. At week six the operators were running reports out of the new surface; at week twelve finance closed the quarter from the new system.
A version of this for your operation.
Every engagement starts with a scoped briefing — the operating constraint, the simplest system that removes it, and whether we’re the right team to build it.