Hi. Brian Kreutz here from the RevPartners Playbooks team, and we continue talking about how to set your go to market goals to set you up for success and really be able to communicate to leadership team where your business is headed and how you're gonna get there. Today, we're gonna talk about reviewing the actuals to plan based on your previous goals and the impact and the revenue performance model. So let's go ahead and look at some sample data. So this is just sample data from previous quarters that you can use. And let's look how these goals and these actuals, how goal attainment affects our revenue performance model. So here we have all of the goals. And on this tab we have all of the actuals. So for three or four quarters now, we've got all of these goals right here. And when we compare them to actuals, we will see which metrics are performing well and which metrics are struggling. So you can see for four straight quarters, we have really, really overachieved on our goals to lead. So a 179% performance to planning in this calendar quarter where we've underachieved the MQL to leads conversion rate. Because we've underachieved this conversion rate, uh, three of the four quarters we've underachieved on the amount of MQLs that we're forecasting towards. So up funnel, there's a lot of times that it's a little bit harder to forecast. But what you wanna do is take this these actuals and goals, hand it into consideration when you're setting future goals to try to get these more correct. Now you can see lower on the funnel around these converge rates down here, a lot of these are pretty similar. So you can see most of these are green or in the yellow, which means they're 80% to about a 125%. So you can see that we've gotten better at forecasting our go to market goals for deals created for this go to market metric over the last couple quarters. So we hit 77% in q three, and then we continue to forecast different goals on a quarterly basis to update those based on our what our marketing team can generate. Then we are 94, so right at the goal in q four, a hundred and twenty four, so a great overachievement in q one, and then a 102% in q two. And so we really nailed q two with exactly what the marketing team was able to generate based on our goal. And remember, these goals funnel down to the revenue goal, and so you wanna make sure that top to bottom, all of these goals So based on this improved forecasting for q three and q four, I wanna make sure that I'm using all this information to forecast correctly. This doesn't mean the goal has stayed the same. You can see the goal has actually changed several, several times within this sample size, but we're getting closer to actually forecasting it correctly. So even if goals are going up or conversion rates are, you know, going down or staying the same, the goals and the performance to goal will slightly differ. So you can see down here that sometimes not everything is exactly the same. So we are 61% enclosed one count, but because we are a 120% of our average deal size, that bumped us up to 73% revenue. And so sometimes, conversion rates or average deal size can really offset, you know, different forecasting that you missed further up the funnel or further down the funnel. Where if the average deal size if you really nail the average deal size goal here, you can see that the closed one percentage, the conversion rate, and the TCP revenue all fall under the same performance to goal. And so that means that that average deal size that you really nailed ensured that the metrics directly above and below it also hit around the same area. So you can see how some of these affect each other. And And so here, you can see three greens in a row, but because the average deal size was again a little bit lower, this was in the green at 97%, but we didn't book it up to a 100%. So by really building the simple spreadsheet and leveraging where exactly you've overachieved and underachieved, you can only tie that back to your revenue performance model and go into goals in the future. So as we're looking at q three goals in the future, how are we gonna change the different conversion rates and inputs to ensure that our team can hit those goals? And so when we're thinking about this, we need to go back to our revenue performance model and look at this and ensure if we need to increase a conversion rate down here, we need to make sure that the volume is higher further up to the left side of the funnel here in this revenue performance model to ensure we can hit those goals. And so all of the factors within your goals are gonna affect different teams. If you need to increase your closed one revenue here, you might have to generate more leads, which is gonna affect your marketing team. If you need to increase your average deal size to sell higher value products, down here the average deal size, it might affect the conversion rate from qualified deal to closed one. And so you might need that conversion rate might go lower. And so as you're adjusting these levers, you're really trying to factor in what levers can you pull that you can offset with actual business decisions. If you need to generate 20% more marketing qualified leads, but you're not gonna increase your budget, it's gonna be very, very hard to hit that goal. But if your budget is gonna increase and your goal is gonna increase, you're much more likely to hit that goal. So make sure you align with your leadership team on exactly things like budget, expenses, different goals, different maybe events or projects or different initiatives you have going on really, with the marketing and sales teams to ensure you're gonna hit this. If you're gonna try to generate 200 more deals, but you're not gonna hire another sales rep, it's gonna be very, very hard on a capacity standpoint for the sales rep to hit that goal. So make sure you're aligning all these decisions to your revenue performance model and then tying that back to these actuals. From here, you can adjust with these goals and really ensure you kinda can see what's going on. If I change this conversion rate to 85%, you'll see exactly what changes are made up and down button. If this needs to be one eighty five, you can see that this converge rate needs to be 86. If you need to sell 50 customers, then this converge rate needs to be higher, and then the average deal size can be lower to still hit your goal. And so definitely mess around with this these different calculations to really spot check a couple things in in place of scenarios. If you want to lower the average deal size, you're gonna have to sell more customers. If you wanna raise the average deal size, you can sell low customers. Is it realistic to to up your average deal size that much? You might have to look internally and talk to stakeholders to figure out what initiatives you have in place that you can really do. So make sure to align your go to market goal setting with, uh, different key stakeholders in your business and really make sure you align that to your revenue performance model and ensure that you've got business decisions that align to these goals. Whether that's new initiatives to generate more interest in your product and service or it's hiring different folks to to fill a need for increased capacity, ensure that the goals make sense from a business standpoint so that you and your team are aligned to make sure that these goals are achievable.