Most forecasting problems aren't data problems. They're process problems. When your stages are defined by clear exit criteria, past tense and yes or no, you always know exactly where every deal stands. I built this process to solve that.
Inside most organizations, there are multiple processes running at the same time, and they're getting mixed up. The buyer journey and the sales process are different pipes. When you force them through the same one, you get neither hot nor cold water. I call this the Revenue Plumber problem.
The buyer's path from awareness to decision. It runs alongside your sales process but through separate pipes. Mixing the two means you never really understand either.
Your stage-based process for tracking and forecasting opportunities. Past tense stages with yes/no exit criteria mean you always know exactly where every deal stands.
Identify, engage, establish objectives, clarify next steps, call to action. The most overlooked process, and the one that determines whether the other two even matter.
If inside your business you've tried to run the buyer journey and the sales process through the same pipe, you're creating problems. You may not need a revenue engineer or go-to-market architect. You might just need a plumber to come in, look at your pipes, and tell you where things are getting stuck. — Mike Simmons
The buyer journey, the sales process, and the rep approach are three separate pipes, and each has a different job. Understanding the difference is what makes forecasting reliable and execution predictable.
Stages are past tense. You're only in a stage if you can answer Yes to the exit question. If No, go back to the previous stage. That's it. That's the process I use with every client.
This is where we validate whether or not there is a deal to be had. If you are speaking with someone who is in your ideal customer profile at an individual level, and they work within an organization that is within your ICP, there is a high likelihood that within the first discussion you will be able to validate an opportunity. The opportunity is with the company, not the person.
We understand the story from the perspective of the customer. Using the six sides of the Catalyst Hexagon (the six things we have to know about every opportunity: who is affected, what the problem is, why it persists, how they're addressing it today, when they need it solved, and what happens next), we can restate their specific problem in their own words and confirm the next steps together.
This is our internal review. Based on our understanding of the problem, can we solve it with our existing solution? This is where we qualify out, either because we cannot solve the problem, or we do not want to customize to solve it. This test validates that we are working with the right customer and that it makes sense to move forward.
Here the customer's perspective is critical. This is their internal review. Do they believe we can solve the problem? Can they afford the solution? Can they implement the technology or service? This is where the customer qualifies out, either they do not believe us, they do not think we can solve it, or they cannot get the deal done.
We have done significant work to get here. We understand the customer and can define the problem from their perspective. We have determined we can solve the problem and they have agreed. Now we list out the Problem, the Solutions, the Costs, and Next Steps in a single document, and confirm approval with our key contacts.
We have negotiated terms and conditions and agreed to them. The deal is now moved into Closed Won status. This is not the end of the relationship. It is the beginning of the next phase. The handoff to the success team is critical.
30 to 60 days post-sale, we go back to the customer and confirm that we did what we said we would do. We confirm that we delivered the solution and solved the problem. If we haven't, we fix it. Once confirmed, we ask if they know others struggling with the same problem. This is where referrals happen.
For most of my 19-year sales career, I’ve sought to continuously improve my processes. What many of the methodologies I encountered had in common was that they seemed to add complexity when simplicity is what I sought. Enter the Demystify Sales course. Through this course, what felt like it should be simple, actually became so. Mike makes such sense of what’s necessary to identify gaps in my process, that what I’m learning is immediately actionable and effective. Instead of scripting, Mike introduces an on-point framework that makes gaps evident, prompting me to creatively consider the questions I need to ask to fill them. I strongly recommend this course for every stage of a sales career, from casual contemplation to veteran pro.
The class Mike has put together arms those looking for a tactical approach to building a sales strategy. Regardless of your sales experience, if you invest the time to meaningfully work through this course, you will yield confidence in execution and ultimately close more sales.
Mike helped us change our mindset when it comes to sales, what selling is, and how to approach it.
The complete framework, from thinking and planning to execution. Tools, frameworks, and the Catalyst Sale process in full. Available on-demand through Kajabi.
Enroll Now →If your team is working through a forecasting problem, a misaligned process, or an adoption challenge, a 25-minute call is enough to identify the highest-leverage place to start.
Book a Call →