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The weekly number behind your ARR goal

This works backwards from an annual revenue goal through deal size, win rate, and every conversion step above it, to the number of leads and meetings you need each week. It turns a target that sounds abstract into an activity number you can check yourself against on a Friday afternoon.

Last reviewed 27 August 2026

$
$
%
%
%
weeks

Result

Leads needed every month

877

83 deals a year at $12,000 each

Meetings per person per week

16.2

Across 1 person

Lead to customer conversion

0.79%

All three rates multiplied together

Working backwards from the goal

Working backwards from the goal
StagePer yearPer monthPer weekPer person per week
New customers8371.61.6
Qualified opportunities379327.37.3
Meetings8427016.216.2
Leads10,522877202.3202.3

Because your cycle runs 8 weeks, work created after week 44 closes next year. The real target is 239.1 leads a week across 44 weeks, not 202.3 across fifty two. That difference is the reason so many annual plans quietly slip a quarter.

How this works

What the numbers mean.

  • 01Deals are the ARR goal divided by average contract value. Everything above that is the same goal divided by each conversion rate in turn, which is why the lead number is so much larger than the deal number.
  • 02The three rates multiply rather than average, so lead to customer conversion is the product of all of them. A rate of eight percent, forty five percent, and twenty two percent gives well under one percent end to end.
  • 03The weekly figure is adjusted for sales cycle. Pipeline created inside one cycle length of year end closes in the following year, so the annual target has to be hit across fewer weeks than the calendar contains.

Assumptions and limits

  • This assumes rates hold as volume rises. They usually degrade, because the easiest leads are worked first and the list gets colder as you scale it.
  • It also assumes every deal is the same size. If a handful of large deals carry your plan, model those separately rather than through an average.
  • Ramp time for new people is not modelled. A person hired in month nine does not contribute a full year of the per person number.

Questions about this tool

Which number should I actually manage against?
The per person per week figure, because it is the only one anyone can act on during a working day. Annual and monthly targets are reporting units. If a person cannot tell on a Friday whether they hit their number for the week, the plan is not operational yet.
Why is the lead requirement so high?
Because the conversion rates multiply. Each step discards most of what came before it, so getting to one customer at these rates takes well over a hundred leads. This is normal, and it is the reason lead quality beats lead volume: a small improvement in the first rate changes the top of the funnel more than any amount of effort further down.
What if I do not have historical conversion rates?
Use conservative estimates and treat the output as a planning range rather than a target. The tool is still useful because it shows the shape of the requirement, and the shape rarely changes much when you substitute real rates later. Revisit it once you have thirty or so real opportunities to measure.
How does sales cycle length change the plan?
It moves your deadline forward. With a twelve week cycle, everything that closes this year has to be created by roughly week forty, so you have forty weeks of prospecting rather than fifty two. Teams that plan against fifty two weeks are usually a quarter behind by the time they notice.

Related

This tool is free and there is nothing to sign up for. If you would rather have the work done than calculate it, that is what Zway does.

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