Forte GTM Revenue Tracker

A revenue target on its own tells nobody what to do on Monday. "We need to hit £2M this year" is fine, until someone asks which segments it comes from, through which channels, and how many deals the team needs.

The Forte GTM Revenue Tracker is a working spreadsheet that turns a revenue target into the monthly outbound activity needed to hit it. It is for founders and commercial leads who have a number and need to know, segment by segment, how many qualified meetings and how much outreach that number requires. The file opens as the Revenue Architecture Calculator.

What is in the spreadsheet

Two tabs. Sheet1 is the blank calculator, with room for five segments. Sample is the same calculator filled in with three SaaS segments, so you can see what finished inputs look like before you enter your own.

Type your assumptions into the input columns and leave the calculated ones alone: the list below marks each calculated column. Then use the output to plan your outbound and go to market activity.

Each row is one segment. The columns run left to right in three blocks: the segment and what it is worth, the marketing conversion from accounts to qualified meetings, and the monthly outbound that produces those meetings.

The segment and what it is worth

• ICP and Segment. A name for the buyer and a label. The Sample tab uses Early Stage SaaS, Scaling SaaS and Enterprise SaaS as Segments A, B and C.
• Example / Definition. Who exactly sits in the segment. Segment A is Seed to Series A SaaS companies with 10 to 30 employees building their first commercial motion.
• MRR and the annualised figure. What one account is worth a month and a year. For Segment A, 500 a month and 6,000 a year.
• % to revenue. A percentage input for each segment: 20%, 50% and 30% in the sample.
• Annual target accounts. How many new accounts you plan to win in the segment this year. Twenty for Segment A.

From target accounts to qualified meetings

The marketing block holds how many qualified meetings, or SQLs, the account target needs, and adds churn on top.

• Conversion. The share of qualified meetings that become customers. 25% for Segments A and B in the sample, 20% for C.
• SQLs per year / meetings. The meetings that conversion rate implies. You enter this yourself, so check the arithmetic: twenty accounts at 25% needs 80.
• Churn. The share of customers you expect to lose. 8% for Segment A.
• Incl. churn. Calculated. SQLs per year with churn added on top, so the plan replaces what it loses. For Segment A, 80 becomes 86.4.

The monthly outbound

• SQL per month. Calculated. The yearly figure including churn, divided by twelve. 7.2 for Segment A.
• Owner. Who runs the outbound. The founder for Segments A and C in the sample, an SDR for Segment B.
• Channel. How you reach them: LinkedIn plus email, or warm intros plus LinkedIn.
• Trust. What makes them believe you: founder content, case studies or network credibility.
• Conversion. The share of outbound that turns into a qualified meeting. 2% for Segment A, 3% for B and 5% for C.
• Volume per month. Calculated. SQLs per month divided by that conversion rate. For Segment A, 360.
• Contact/acc. How many people you plan to reach inside each target account: 5, 4 and 3 in the sample. It does not feed the Volume per month calculation.

One row, read end to end

Read Segment A across the Sample tab. Twenty new accounts a year, at a 25% conversion rate, needs 80 qualified meetings. Covering 8% churn makes it 86.4, which is 7.2 a month. At 2% from outbound to meeting, that is a volume of 360 a month, owned by the founder, through LinkedIn and email, with founder content doing the trust work.

Now the Monday question is not "what should marketing do?". It is "are we on course for 360 in Segment A this month?". That is the difference between a revenue target and a revenue architecture.

How to run the weekly review with it

The spreadsheet sets the plan. It has no weekly columns, so keep the week's actuals in your CRM or your own log and check them against the plan every Friday: thirty minutes, one segment row at a time.

1. What did we do this week? Outbound volume per segment, against roughly a quarter of the Volume per month figure.
2. What worked? Qualified meetings booked, against SQL per month, and which owner, channel and trust asset produced them.
3. What did not? Where the real conversion rate sits against the one you assumed. If volume is on plan and meetings are not, the message or the targeting is off.
4. What changes next week? Replace the assumed conversion rates with what the data now says. If the meeting-to-customer rate changes, re-enter SQLs per year / meetings too, because that cell is typed rather than calculated. SQL per month and Volume per month then recalculate the activity you need.

After four weeks the numbers show which channels convert and which segments close fastest, and you stop guessing where to put the next week's effort.

Questions founders ask

Is the Forte GTM Revenue Tracker a financial model?

No. It is a simple breakdown that answers where the money comes from and what the team has to do to get it. There are no costs, cash flow or forecasts in it.

Where do the conversion rates come from?

They are your assumptions. The Sample tab shows one set: 2% to 5% from outbound to a qualified meeting, and 20% to 25% from meeting to customer. Treat yours as a starting guess until a month of weekly reviews replaces them with real numbers.

How many segments should we plan?

The blank tab holds five and the sample uses three. Three segments, each with its own channel and message, is manageable. Start with the segment that converts fastest and has the highest deal value, prove the system works there, then expand. If you cannot fill in the conversion columns at all, take the GTM diagnostic first.