It’s a visibility problem.

I speak to a lot of CEOs and Sales Directors who feel frustrated by unreliable forecasts.

Missed numbers. Last-minute surprises. Big decisions delayed because no one truly trusts the pipeline.

That anxiety is understandable.

But inaccurate forecasting is rarely the root issue — it’s a symptom.

Most organisations measure outputs (revenue, close rate, deal value) and almost nothing upstream.

What’s missing is visibility into how those numbers are being created.

Accurate forecasting starts with the sales manager.

Are they:

• Regularly coaching in the field?
• Observing how well reps engage prospects?
• Testing whether reps are uncovering real needs, decision criteria, risks and timelines — or just taking surface-level information?

The next critical lever is opportunity management.

Effective opportunity reviews aren’t pipeline admin meetings.

They expose:

• Weak deal assumptions
• Gaps in stakeholder access
• Commercial and competitive risk
• Clear, agreed winning criteria

Using structured opportunity evaluation tools, managers can challenge deals properly and set precise next actions that actually move opportunities forward.

When managers track activity, skill and competence — not just results — patterns emerge.

You start to see:

• Where deals stall
• Where capability gaps sit
• Which opportunities truly deserve a forecast position

That’s when forecasting becomes confident, not hopeful.

Sales managers are closer to the deals.

Senior leadership gains clarity on why results are happening — and whether course correction is needed before it’s too late.

Invest in sales management capability.
Coach better.
Track inputs, not just outputs.

The numbers follow.

👉 If you’d like the opportunity review tools and coaching frameworks I use with clients, email me at peter@peterholland.uk and I’ll send them over.