Find out whether your revenue target is arithmetically possible
Enter the number you have to hit. The planner works backwards to the traffic, leads and opportunities that produce it, then forwards into a channel mix, a phased 90-day plan, and the risks that will break it.
Your buying cycle is long enough that paid search alone will not carry the launch. The plan front-loads content and partnerships in weeks one to four so there is something for paid traffic to convert into.
Why this tool exists
Most go-to-market plans fail for an unglamorous reason: the top of the funnel was never sized against the target it was meant to deliver. The strategy is sound, the positioning is fine, the channels are sensible, and the plan requires forty thousand monthly visitors that nobody ever calculated and nobody has any route to producing.
GTM planning usually starts with channels and works forward, which means the number at the end is whatever the plan happens to produce. When that falls short of the target, the response is to add channels rather than to question whether the arithmetic ever worked. Templates make this worse, because they organise the plan beautifully without testing whether it adds up.
This planner starts at the revenue target and divides backwards through every conversion step to the traffic required, then checks that number against the budget available. If the plan is not fundable at a viable cost of acquisition, it says so before anyone commits to it publicly, which is the cheapest moment to find out.
- The customer count, opportunity volume and monthly traffic your target actually requires
- A verdict on whether the budget can deliver it at a viable acquisition cost
- A channel mix weighted for your motion, stage and budget size
- A phased 90-day plan with workstreams and exit criteria for each phase
- Six KPIs with targets, plus the risks most likely to break this specific plan
Who it's for
Anyone who has to commit to a number in public.
Sizing a launch before committing runway to it.
Pressure-testing a board-approved target against the funnel it needs.
Building the launch plan for a new product or market.
Checking whether marketing's plan produces the pipeline coverage quota needs.
Sequencing channels so each one proves out before the next is added.
Validating the acquisition cost implied by a revenue plan.
Building a costed launch plan a client can actually execute.
Sizing an expansion where no conversion baseline exists yet.
How it works
Target in, complete plan out.
Sales-led, product-led, hybrid or e-commerce, because it changes everything downstream
Revenue goal, contract value, sales cycle and available spend
Measured if you have them; the plan flags it if you do not
Funnel requirement, channel mix, 90-day phases, KPIs and risks
Sales-led, product-led, hybrid or e-commerce, because it changes everything downstream
Revenue goal, contract value, sales cycle and available spend
Measured if you have them; the plan flags it if you do not
Funnel requirement, channel mix, 90-day phases, KPIs and risks
Features
A plan with arithmetic underneath it.
Backwards funnel maths
Divides from the revenue target through every conversion step to the monthly traffic required. This is the number that most plans never calculate.
Budget sufficiency check
Compares the implied acquisition cost against what your motion can actually sustain, and tells you plainly if the plan is not fundable.
Motion-aware channel mix
Four channel templates, adjusted for stage urgency and trimmed for budget size, because three channels done well beat six that are starved.
Phased 90-day plan
Foundation, proof and scale, each with workstreams and exit criteria so the next phase cannot start on wishful thinking.
KPIs with targets
Six numbers, each with a calculated target, a review cadence and the reason it earns a place on the list.
Risk analysis
Generated from your specific inputs, whether that is a thin budget, a long cycle, a small team or no baseline, with a mitigation for each.
What you'll get
A complete plan you can take into a leadership meeting.
Visitors, leads, MQLs, SQLs, opportunities and customers, monthly.
What each customer will cost, against what your motion can bear.
Budget by channel with the rationale and time-to-impact for each.
Three phases, workstreams and exit criteria.
Six metrics with calculated targets and review cadence.
Ramped revenue against a flat target, with first-revenue month marked.
See it in action
PreviewThe planner is live at the top of this page with a B2B example loaded.
Your buying cycle is long enough that paid search alone will not carry the launch. The plan front-loads content and partnerships in weeks one to four so there is something for paid traffic to convert into.
Why it is worth building properly
A target that cannot be funded is much cheaper to discover in planning than in month eight, when it is public and the year is unrecoverable.
Once the monthly visitor number is on screen, everyone can see whether the channel plan has any chance of producing it.
Pipeline coverage and MQL acceptance rate are shared numbers. Putting targets on both ends the argument about lead quality.
Exit criteria stop phase two starting before phase one has proved anything, which is the discipline most launches lack.
Use cases
Where a costed plan beats a document.
A revenue target agreed in a board meeting with no funnel behind it.
Enter the target, the budget and the current conversion rates.
Either confirmation the plan is fundable, or the arithmetic needed to renegotiate before the year starts.
Positioning is ready but nobody has sized the demand generation.
Set stage to pre-launch and use conservative conversion assumptions.
A 90-day plan that treats the first quarter as measurement rather than performance, with the right exit criteria.
No conversion baseline exists in the new market.
Model with home-market rates, then re-run at half those rates.
A budget range that survives the pessimistic case rather than one that only works if everything goes right.
Volume targets hit, pipeline targets missed.
Model the funnel with the real MQL-to-SQL rate rather than the assumed one.
A shared view of exactly which conversion step is failing, and what fixing it is worth in traffic terms.
The reasoning behind the plan
The funnel maths is pure division: revenue divided by contract value gives customers, divided by win rate gives opportunities, and so on up to the traffic requirement. There is nothing clever about it, which is precisely why it is useful: it cannot be argued with, only re-input.
The judgement sits in the channel mix and the sequencing. Each motion has a template weighting derived from how these businesses actually acquire customers, then two corrections are applied. Stage urgency shifts weight toward fast-impact channels for earlier-stage plans, because a company that needs proof in one quarter cannot wait out a nine-month compounding curve. Budget size then caps the number of channels, so below a threshold the long tail is dropped entirely and the budget redistributed, because three properly funded channels beat six starved ones.
The viability check applies a ceiling on acquisition cost as a share of first-year contract value: about a third for sales-led motions, half for product-led, and a third for e-commerce. These are rules of thumb rather than laws, but a plan that breaches them is one where something has to give, and it is better to name that in planning than to discover it in the second quarter.
Starting at the target exposes the gap. Starting at the channels hides it until the year is half gone.
Each phase ends when it has produced evidence, not when the calendar says so. That is what stops a plan scaling something that never worked.
A two-person team, a nine-month cycle or a thin budget each generate their own named risk and mitigation, rather than a generic list.
Frequently asked questions
Related resources
What comes before and after the plan.
Check the arithmetic before you commit to the number
Twenty minutes now is considerably cheaper than discovering in month eight that the funnel was never sized for the target.