If you’ve ever built a revenue forecast that looked strong but collapsed at quarter-end, this episode breaks down why. You’ll learn how to eliminate phantom pipeline deals, align sales and marketing definitions, and avoid the false optimism that keeps forecasts unreliable.
Jay Feitlinger (CEO) and Sarah Shepard (COO) from StringCan know the pain: inaccurate forecasting wrecks planning for finance, operations, and marketing. Activity often gets confused with progress, deal sizes are exaggerated, and “qualified” doesn’t mean what leaders think it means.
As Sarah put it: “Your pipeline should not be part of the fiction section of the bookstore.”
Sarah and Jay see three patterns across sales teams:
These lead to what they call the phantom pipeline. It is a forecast padded with deals that never close.
Sales reps often lean on hope to keep confidence high. Jay admits he’s been guilty of overrating deals that “felt good.” But optimism doesn’t pay salaries or guide hiring.
With sales cycles stretching 12–18 months in B2B, mistaking motion (emails, meetings) for progress (buyer commitment) creates dangerous blind spots for CROs and CMOs.
Sarah and Jay recommend focusing less on activity volume and more on pipeline truth:
This creates a healthier revenue culture where sales, marketing, and finance share the same truth.
Q: What’s a phantom pipeline?
A: A forecast inflated with stalled or dead deals that look good on dashboards but will never close.
Q: Why do “qualified” leads stall?
A: Because most teams define qualified as “had a meeting” instead of verifying the budget, timeline, and real need.
Q: How can CROs test forecast accuracy?
A: Look back at the past 3–4 quarters. If you’re consistently 25–50% off, your definitions and CRM inputs need tightening.
Q: Should I track sales activity?
A: Yes, but activity is secondary. Focus on buyer progress signals that indicate actual movement toward a decision.
Q: How can I coach reps without killing morale?
A: Frame stagnant deal reviews as support, not punishment. Ask, “What can we do to help?” instead of “Why isn’t this closed?”
Accurate forecasts are the backbone of smarter planning. Finance can budget with confidence, operations can staff effectively, and marketing can optimize for quality leads instead of vanity metrics.
As Jay put it, “Most sales teams don’t need more leads. They just need better truth about the ones they already have.”
For the full breakdown and more actionable strategies, listen to Revenue Rewired: You’re Being Catfished by Your Forecast here. And if you’re ready to build a forecasting system your team can trust, connect with StringCan.