THEAX

Assessment

Sales Pipeline Maturity Assessment

Assessment report · findings, assessment meaning and actions identified

Model assessed against

AXAT Test Sales Pipeline Effectiveness · Sales pipeline maturity · v1.0

Current position

47% · L2.4

Defined Pipeline Processes

Confidence

84%

corroborated position

Capability floor

L1.7

firm-wide cleared: L1

Prepared for

Sunshine Power — sales and revenue operations

Baseline

09/08/2026

THEAX ASSESSMENT REPORT

The report follows the same logic as the assessment: establish the position, understand what is holding it back, then separate findings from decisions.

Introduction

What this report is, and how to read it.

About the model

The Product Book, the readings behind every rating, and the rule that combines them.

Summary

Where the assessment places the organisation and the headline findings.

What the assessment found

The capability profile and the readings that produced each rating.

Where the wall sits

The next maturity level each capability has not yet cleared.

What the findings mean

Evidence × Symptoms states, and what a divergence between the two readings means.

Root causes

Every root cause sorted by the kind of change it asks for, and where the work sits.

Capability-by-capability summary

The result, stage checks and selected actions for each capability.

Confidence and open questions

What is settled, what remains open, and what could still move a rating.

Actions identified by the assessment

The recommendations selected. What needs addressing, not how to deliver it.

Conclusion and next steps

The recorded conclusion, and the immediate follow-on actions arising from the assessment.

About the assessment

Assessment context, provider and report boundary.

Appendix · supporting assessment data

Reference, not new analysis.

A page per capability

What each capability is, where it landed, and the root causes behind it.

All assessment responses

Response counts and average score for every capability.

Every answer

Every question asked and what came back, with nobody named.

Capability level distribution

How the panel spread across the levels.

Assessment data

Capability results and evidence status, for traceability.

THEAX ASSESSMENT REPORT

Introduction

What this report covers, how to read the assessment, and where its role ends.

What this report is

This report sets out the findings of the AXAT Test Sales Pipeline Effectiveness assessment. It brings together the data gathered and our analysis of it — where the organisation sits today across the 7 capabilities assessed, what that position means, and what we recommend next.

Its purpose is to provide a clear record of what the assessment found, what those findings mean within the assessment model, and what recommendations the assessment identified.

How to interpret the scoring

Capability maturity is corroborated, not averaged from opinion alone. Perception, Evidence and Symptoms are separate readings. Stronger performance in one does not automatically compensate for a weaker supported reading.

The firm-wide maturity position is non-compensatory. The weakest capability sets the capability floor, so strength elsewhere does not offset a material gap in another capability.

How to read the report

Start with the position

Read the Summary and What the Assessment Found first.

These establish the result, the capability floor, the overall profile and the evidence base behind the position.

Then read capability by capability

Use the capability blocks to see how each result is supported.

Each block shows the corroborated score, Evidence and Symptoms by stage, the recorded finding and the actions identified.

Then read what the model says it means

Use the Evidence × Symptoms view and the problem classifications.

These explain why different readings can coexist, and classify the type of change the assessment identified.

Use the appendix when detail is needed

The main body is intentionally concise.

Response distributions, evidence status, maturity-stage checks and the complete recommendation register are retained in the appendix.

Important note

This is an assessment report, not an implementation plan or commercial proposal. It records the assessment position and the recommendations identified from it. Detailed sequencing, delivery design, scope, ownership, timing and any proposal for subsequent work should be agreed separately.

THEAX ASSESSMENT REPORT

About the Model & AXAT Method

What the assessment measures and how the corroborated maturity position is established.

The model

Sales pipeline effectiveness is assessed across seven capabilities.

The AXAT Test Sales Pipeline Effectiveness (Sales pipeline maturity) measures maturity across 7 capabilities against a 5-level scale, from Initial Pipeline Setup to Optimised Pipeline Growth. Each area is placed at the level the evidence and experience support.

Capabilities assessed

Pipeline Foundations

Opportunity Qualification

Demand and Pipeline Creation

Sales Execution

Technology and Data

People and Skills

Governance and Improvement

Maturity scale

Level 1

Initial Pipeline Setup

Level 2

Defined Pipeline Processes

Level 3

Consistent Pipeline Delivery

Level 4

Managed Pipeline Performance

Level 5

Optimised Pipeline Growth

The method

AXAT is the AX Assessment Triangulation method

A maturity position is taken from three directions rather than one: what people say the level is, what can actually be found, and what people are still running into day to day. A single reading can be wrong in a way nobody can detect from inside it — an opinion has nothing to test it against, and a documented process proves only that a document exists. Three readings can disagree, and where they do, the disagreement is itself the finding: it shows which part of the picture is not holding up.

Two consequences follow, and both are stated below: a rating is held down by its weakest supported reading rather than lifted by its strongest, and confidence is reported separately so it is clear which findings are firm enough to act on.

How AXAT establishes the position

Perception

What participants say about the current capability. Perception is retained as a separate reading and comparison point.

Evidence

Whether the artefacts, controls and operating mechanisms expected by the model can be found.

Symptoms

Whether reported day-to-day experience is consistent with the maturity level being tested.

Corroboration rule

The corroborated rating is constrained by the weaker supported reading. A stronger Symptoms reading cannot compensate for weaker Evidence, and evidence of a process does not by itself establish maturity if reported practice does not support it.

Firm-wide maturity rule

The assessment is non-compensatory: the weakest capability sets the capability floor. Strength in another capability does not offset a lower maturity position elsewhere.

Confidence

Confidence is reported separately from maturity. It indicates how firmly the assessment position is supported by the available responses and evidence; it does not increase or reduce the maturity score itself.

THEAX ASSESSMENT REPORT

Summary

The headline assessment position, its model consequence and the actions identified.

Corroborated score

47%

L2.4

Maturity band

Defined Pipeline Processes

Capability floor

L1.7

Cleared firm-wide: L1

Confidence

84%

Assessment position

Defined Pipeline Processes · L2.4

The assessment records Technology and Data as the strongest capability and Demand and Pipeline Creation as the weakest. Demand and Pipeline Creation is rated L1.7.

Model consequence

The AXAT maturity approach is non-compensatory: a stronger capability does not offset a weaker one, so the firm-wide position is set by the lowest, not the average. That is why the assessment clears at L1 while the average reads L2.4.

What this section does not do

It records what the assessment found and the actions it identified. Sequencing, scope, ownership and effort are agreed separately.

THEAX ASSESSMENT REPORT

What the Assessment Found

The capability-level results behind the overall assessment position.

Capability profile

Seven capabilities were assessed.

Corroborated capability ratings range from L1.7 to L3.3. The table below shows the corroborated rating, self-rated Perception, Evidence reading, Symptoms reading and confidence for each capability.

Capability	Rating	Perception	Evidence	Symptoms	Confidence
Demand and Pipeline Creation 5 of 6 answered	1.7	2.5 5 responses	1.7	3.0	86%
Opportunity Qualification 5 of 6 answered	2.2	2.2 5 responses	2.2	2.3	79%
Pipeline Foundations 6 of 6 answered	2.3	2.7 6 responses	3.2	2.3	90%
Sales Execution 6 of 6 answered	2.3	2.4 6 responses	2.7	2.3	92%
People and Skills 5 of 6 answered	2.3	2.6 5 responses	2.3	3.0	85%
Governance and Improvement 6 of 6 answered	2.3	2.3 6 responses	2.5	2.3	84%
Technology and Data 4 of 6 answered	3.3	2.8 4 responses	3.3	4.0	73%

Perception is the mean self-rated capability score from participants who answered that capability; it is shown as a comparison and does not replace the corroborated rating.

Interpretation

The overall self-rating is 50%, compared with a corroborated score of 47%, so the two headline views are close. However, the firm-wide maturity level is not set by the average. Under this model, the lowest capability sets the floor. Demand and Pipeline Creation is the lowest-rated capability at L1.7, which means the organisation has only cleared Level 1 firm-wide. Stronger scores in other capabilities do not offset that lower result.

THEAX ASSESSMENT REPORT

Where the Wall Sits

The capability-by-level view showing where each capability stops clearing the maturity ladder.

Maturity walk

Where each capability stops progressing

Each cell shows the evidence and symptom checks recorded at that maturity level. Evidence markers show in place, partial or missing. Symptom markers show whether the problem was reported or not reported. Both readings have to hold for a level to count.

Evidence base

What the evidence base looks like

21 in place

29 partial

23 missing

Across the 73 evidence items looked for, 21 are recorded as in place, 29 as partial and 23 as missing. Item-level detail is in the appendix.

Capability	L2 · Defined Pipeline Processes	L3 · Consistent Pipeline Delivery	L4 · Managed Pipeline Performance	L5 · Optimised Pipeline Growth
Demand and Pipeline Creation L1.7	E S	E S	E S	E S
Opportunity Qualification L2.2	E S	E S	E S	E S
Pipeline Foundations L2.3	E S	E S	E S	E S
Sales Execution L2.3	E S	E S	E S	E S
People and Skills L2.3	E S	E S	E S	E S
Governance and Improvement L2.3	E S	E S	E S	E S
Technology and Data L3.3	E S	E S	E S	E S

THEAX ASSESSMENT REPORT

What the Findings Mean

The findings expressed through the assessment model’s own diagnostic classifications.

Evidence × Symptoms

A higher Symptoms reading does not automatically mean the capability is mature at that level.

Capability key

PF — Pipeline Foundations

OQ — Opportunity Qualification

DAP — Demand and Pipeline Creation

SE — Sales Execution

TAD — Technology and Data

PAS — People and Skills

GAI — Governance and Improvement

Carried by people

Symptoms are at or above L3 while Evidence is below L3. Reported experience is stronger than the supporting operating mechanism.

Embedded

Evidence and Symptoms are both at or above L3.

Exposed

Evidence and Symptoms are both below L3.

Not landing

Evidence is at or above L3 while Symptoms are below L3. The operating mechanism is evidenced, but reported experience does not support the same level.

Why Symptoms does not equal the maturity rating

Symptoms are one assessment reading, not the final maturity rating. AXAT uses corroborated maturity and does not allow a stronger Symptoms reading to compensate for weaker Evidence. For example, Demand and Pipeline Creation records Symptoms at L3.0, Evidence at L1.7 and a corroborated rating of L1.7. Under the model, this places the capability in Carried by people.

Capability diagnostic states

Capability	Evidence	Symptoms	Model state
Pipeline Foundations	3.2	2.3	Not landing
Opportunity Qualification	2.2	2.3	Exposed
Demand and Pipeline Creation	1.7	3.0	Carried by people
Sales Execution	2.7	2.3	Exposed
Technology and Data	3.3	4.0	Embedded
People and Skills	2.3	3.0	Carried by people
Governance and Improvement	2.5	2.3	Exposed

THEAX ASSESSMENT REPORT

Root Causes

Every root cause the assessment found, sorted by the kind of change it asks for.

What a root cause is

A named thing the model expects, tracked across every level

A root cause is not a low score. It is a specific mechanism the model names — a way of working, a control, a routine — that a capability depends on. The Product Book ties each one to what should exist at each level and to the problem it is meant to remove, so the assessment can follow the same mechanism up the ladder rather than judging a capability as a whole. This assessment found 73 of them across seven capabilities, each read at the level where it first falls short.

How each one is identified

1 · From the model

The mechanism is named in the Product Book.

Not inferred from the answers — it is part of the model, with the artefacts and symptoms that belong to it defined at each level.

2 · From the two readings

Its evidence and its symptoms are read together.

Whether the artefacts it needs were found, and whether the problems it should remove are still being reported.

3 · Classified, not judged

The pair of answers decides the kind of change.

Something in place but still causing problems is an adoption question; nothing in place and still causing problems is a build question.

Root-cause classification

43 of 73 root causes are classified as worth acting on.

Two answers sort every root cause: whether anything is already in place to deal with it, and whether people are still running into it. The pair decides the kind of change — building more will not move something that already exists and is not being used.

Evidence →

Nothing in place

Something in place

Not happening

Write it down

Held together by people works, nothing protects it

A continuity risk rather than a performance one: it leaves when they do.

Leave it

Handled in place and not causing problems

No action needed, beyond finishing what was started.

Still happening

Build it

Nothing in place and people are still hitting it

The clearest case for investment: a reported problem with no answer to it.

Make it land

In place, still happening built, not being used

Building more will not move these. The work is adoption.

Same two questions, and the same corners, as the Evidence × Symptoms map: that one places each capability, this one places each root cause inside it.

Model-defined meaning

The Build it / Make it land / Write it down / Leave it classifications are defined by the assessment model. They explain how the readings are classified; they are not additional interpretation.

Where the work sits

Root causes needing work, by capability

The counts below show how many root causes in each capability are classified as requiring action rather than being left as-is.

Pipeline Foundations

9 of 12

Opportunity Qualification

9 of 11

Sales Execution

6 of 10

People and Skills

6 of 10

Governance and Improvement

6 of 10

Demand and Pipeline Creation

4 of 10

Technology and Data

3 of 10

THEAX ASSESSMENT REPORT

Capability-by-Capability Summary

The assessment result, stage checks and selected actions for each capability.

Capability by capability

One block for each assessed capability

Each block pairs the corroborated result with the readings behind it. The top row shows the capability, its score and the Evidence / Symptoms pattern by stage; the lower row records what the assessment found and the actions selected — none has been decided yet, so all identified actions are shown.

Capability

Demand and Pipeline Creation

How new opportunities are generated, where they come from, and whether the sources are understood well enough to plan.

Corroborated

1.7

Initial Pipeline Setup

Evidence / symptoms by stage

L2L3L4L5

What the assessment found

Corroborated L1.7. At L2, 1 of 3 things looked for are in place, 2 partly. 0 of 3 problems are still reported there.

6 things looked for here are still unsettled

Actions identified

Make source a required field before trying to analyse it.
Build the coverage plan from what closed, not from what is hoped for.

Perception indicator

2.5mean · 5 responses

Which level each person picked · spread across 2 levels

L1 Initial Pipeline Setup

—

L2 Defined Pipeline Processes

2 responses

L3 Consistent Pipeline Delivery

3 responses

L4 Managed Pipeline Performance

—

L5 Optimised Pipeline Growth

—

Capability

Opportunity Qualification

How accurately and consistently opportunities are assessed, and whether objective criteria are applied.

Corroborated

2.2

Defined Pipeline Processes

Evidence / symptoms by stage

L2L3L4L5

What the assessment found

Corroborated L2.2. At L3, 0 of 3 things looked for are in place, 1 partly. 2 of 3 problems are still reported there.

7 things looked for here are still unsettled

Actions identified

Make the missing information visible rather than letting it be guessed.
Score three live deals as a group and reconcile where you disagree.
Require the re-check at transition and make skipping it visible.

Perception indicator

2.2mean · 5 responses

Which level each person picked · spread across 2 levels

L1 Initial Pipeline Setup

—

L2 Defined Pipeline Processes

4 responses

L3 Consistent Pipeline Delivery

1 response

L4 Managed Pipeline Performance

—

L5 Optimised Pipeline Growth

—

Capability

Pipeline Foundations

How sales roles are defined, whether there is a standard sales process people actually follow, and how consistently the CRM is used and kept accurate.

Corroborated

2.3

Defined Pipeline Processes

Evidence / symptoms by stage

L2L3L4L5

What the assessment found

Corroborated L2.3. At L3, 2 of 3 things looked for are in place, 1 partly. 2 of 3 problems are still reported there.

6 things looked for here are still unsettled

Actions identified

Enforce at the stage transition, then sample between transitions.
Sample practice between the gates, not only at them.
Write the tie-break rule before the next disputed deal, not after it.

Perception indicator

2.7mean · 6 responses

Which level each person picked · spread across 3 levels

L1 Initial Pipeline Setup

—

L2 Defined Pipeline Processes

3 responses

L3 Consistent Pipeline Delivery

2 responses

L4 Managed Pipeline Performance

1 response

L5 Optimised Pipeline Growth

—

Capability

Sales Execution

How deals are progressed once qualified — the disciplines of running an opportunity to close.

Corroborated

2.3

Defined Pipeline Processes

Evidence / symptoms by stage

L2L3L4L5

What the assessment found

Corroborated L2.3. At L3, 1 of 3 things looked for are in place, 2 partly. 2 of 3 problems are still reported there.

4 things looked for here are still unsettled

Actions identified

Put deal review on a cadence and hold it even when nothing is wrong.
Apply the checklist at stage exit so it is not a last-week scramble.
Define entry and exit criteria in the system so progression is not a judgement call.

Perception indicator

2.4mean · 6 responses

Which level each person picked · spread across 2 levels

L1 Initial Pipeline Setup

—

L2 Defined Pipeline Processes

4 responses

L3 Consistent Pipeline Delivery

2 responses

L4 Managed Pipeline Performance

—

L5 Optimised Pipeline Growth

—

Capability

People and Skills

Whether the sales team has the capability it needs, and whether that capability is developed deliberately.

Corroborated

2.3

Defined Pipeline Processes

Evidence / symptoms by stage

L2L3L4L5

What the assessment found

Corroborated L2.3. At L3, 0 of 3 things looked for are in place, 2 partly. 0 of 3 problems are still reported there.

6 things looked for here are still unsettled

Actions identified

Compare two recent starters' first months and fix what differed.
Publish where the gaps are so development can be aimed at them.
Assess against the framework once and plan from the gaps it finds.

Perception indicator

2.6mean · 5 responses

Which level each person picked · spread across 2 levels

L1 Initial Pipeline Setup

—

L2 Defined Pipeline Processes

1 response

L3 Consistent Pipeline Delivery

4 responses

L4 Managed Pipeline Performance

—

L5 Optimised Pipeline Growth

—

Capability

Governance and Improvement

How the pipeline is governed, how performance is reviewed, and how improvements are made and propagated.

Corroborated

2.3

Defined Pipeline Processes

Evidence / symptoms by stage

L2L3L4L5

What the assessment found

Corroborated L2.3. At L3, 0 of 3 things looked for are in place, 3 partly. 2 of 3 problems are still reported there.

7 things looked for here are still unsettled

Actions identified

Track each improvement to done and close it publicly.
Record an action against each review finding and check it next time.
Record decisions in the meeting, not afterwards.

Perception indicator

2.3mean · 6 responses

Which level each person picked · spread across 2 levels

L1 Initial Pipeline Setup

—

L2 Defined Pipeline Processes

5 responses

L3 Consistent Pipeline Delivery

1 response

L4 Managed Pipeline Performance

—

L5 Optimised Pipeline Growth

—

Capability

Technology and Data

Whether the tooling supports the sales motion and whether the data it holds can be trusted for decisions.

Corroborated

3.3

Consistent Pipeline Delivery

Evidence / symptoms by stage

L2L3L4L5

What the assessment found

Corroborated L3.3. At L4, 0 of 3 things looked for are in place, 2 partly. 1 of 3 problems are still reported there.

6 things looked for here are still unsettled

Actions identified

Name an owner for data quality with the authority to change the system.
Add a business-triggered route alongside the release calendar.
Track forecast accuracy for three periods before trying to improve it.

Perception indicator

2.8mean · 4 responses

Which level each person picked · all agreed

L1 Initial Pipeline Setup

—

L2 Defined Pipeline Processes

—

L3 Consistent Pipeline Delivery

4 responses

L4 Managed Pipeline Performance

—

L5 Optimised Pipeline Growth

—

evidence met partial missing problems cleared still reported

THEAX ASSESSMENT REPORT

Confidence & Open Questions

The strength of the evidence base and the parts of the assessment that remain unsettled.

Things looked for

Settled

Still open

Could move rating

Why items remain open

15 answers disagree.
27 never checked, and it matters.

Evidence independently validated

30%

the share checked rather than taken on report

Capability confidence

Capability	Confidence
Technology and Data	73%
Opportunity Qualification	79%
Governance and Improvement	84%
People and Skills	85%
Demand and Pipeline Creation	86%
Pipeline Foundations	90%
Sales Execution	92%

An open question is not a gap — it is something nobody could confirm either way, and settling it can move a rating in either direction. This is the part of an assessment that usually goes unreported.

THEAX ASSESSMENT REPORT

Actions Identified by the Assessment

What the assessment found holding each capability back, and what addresses it.

Identified

Taking forward

Priority

in the capability that sets the level

On an unconfirmed finding

the flag travels with the action

Where to start

Two flags sort the 20 recommendations into four groups: whether each is a priority, and whether we could fully corroborate the finding behind it. 4 are ready to go without further work.

Certainty →

Finding flagged uncertain

Finding is clear

Priority

Validate, then start

High-value but resting on a flagged finding. Confirm before committing effort.

Start now

High-value and well-evidenced. Nothing stands between these and execution.

Not priority

Confirm first

Lower return and not fully corroborated. Settle before spending time here.

Schedule

Solid findings, lower return. Sequence behind the priority work.

Why this order

Because the model is non-compensatory, the lowest-scoring capabilities set the level cleared overall. The actions below are grouped by capability with the weakest first, so they target the floor rather than the average. None has been decided yet, so every action identified is listed.

Capability 1

Demand and Pipeline Creation

How new opportunities are generated, where they come from, and whether the sources are understood well enough to plan.

Now at L1.7 Initial Pipeline Setup. These are what the assessment identified towards L2 Defined Pipeline Processes.

Dimension	Root cause	Type of change	Recommendation	Where to start
Source Mix	Where pipeline comes from is not recorded consistently true things to settle behind this	—	Make source a required field before trying to analyse it.	Validate, then start
Coverage Planning	Coverage is not planned against a target	—	Build the coverage plan from what closed, not from what is hoped for.	Start now

Capability 2

Opportunity Qualification

How accurately and consistently opportunities are assessed, and whether objective criteria are applied.

Now at L2.2 Defined Pipeline Processes. These are what the assessment identified towards L3 Consistent Pipeline Delivery.

Dimension	Root cause	Type of change	Recommendation	Where to start
Data Behind the Criteria	Criteria are answered from opinion rather than evidence	—	Make the missing information visible rather than letting it be guessed.	Start now
Qualification Criteria	There are no agreed criteria, so judgement varies by person true things to settle behind this	—	Score three live deals as a group and reconcile where you disagree.	Validate, then start
Ongoing Re-qualification	An opportunity is qualified once and never revisited	—	Require the re-check at transition and make skipping it visible.	Start now

Capability 3

Pipeline Foundations

How sales roles are defined, whether there is a standard sales process people actually follow, and how consistently the CRM is used and kept accurate.

Now at L2.3 Defined Pipeline Processes. These are what the assessment identified towards L3 Consistent Pipeline Delivery.

Dimension	Root cause	Type of change	Recommendation	Where to start
Consistent CRM Usage and Data Quality	CRM use is patchy, so the pipeline view is incomplete	—	Enforce at the stage transition, then sample between transitions.	Start now
Standardised Sales Processes	A documented process exists but people work around it	—	Sample practice between the gates, not only at them.	Schedule
Defined Sales Roles and Responsibilities	Roles are not written down or shared, so people guess at the edges	—	Write the tie-break rule before the next disputed deal, not after it.	Schedule

Capability 4

Sales Execution

How deals are progressed once qualified — the disciplines of running an opportunity to close.

Now at L2.3 Defined Pipeline Processes. These are what the assessment identified towards L3 Consistent Pipeline Delivery.

Dimension	Root cause	Type of change	Recommendation	Where to start
Coaching and Review	Coaching happens only when something has gone wrong	—	Put deal review on a cadence and hold it even when nothing is wrong.	Schedule
Close Discipline	Closing steps are left to the individual seller	—	Apply the checklist at stage exit so it is not a last-week scramble.	Schedule
Deal Progression	How a deal is run depends entirely on who is running it true things to settle behind this	—	Define entry and exit criteria in the system so progression is not a judgement call.	Confirm first

Capability 5

People and Skills

Whether the sales team has the capability it needs, and whether that capability is developed deliberately.

Now at L2.3 Defined Pipeline Processes. These are what the assessment identified towards L3 Consistent Pipeline Delivery.

Dimension	Root cause	Type of change	Recommendation	Where to start
Onboarding	Onboarding depends on who happens to run it true things to settle behind this	—	Compare two recent starters' first months and fix what differed.	Confirm first
Ongoing Development	Development happens when somebody asks for it true things to settle behind this	—	Publish where the gaps are so development can be aimed at them.	Confirm first
Capability Framework	What good looks like in a sales role is not written down	—	Assess against the framework once and plan from the gaps it finds.	Schedule

Capability 6

Governance and Improvement

How the pipeline is governed, how performance is reviewed, and how improvements are made and propagated.

Now at L2.3 Defined Pipeline Processes. These are what the assessment identified towards L3 Consistent Pipeline Delivery.

Dimension	Root cause	Type of change	Recommendation	Where to start
Improvement Loop	Improvements are agreed but not tracked to completion true things to settle behind this	—	Track each improvement to done and close it publicly.	Confirm first
Performance Review	Performance is reviewed after the period rather than managed in it true things to settle behind this	—	Record an action against each review finding and check it next time.	Confirm first
Governance Rhythm	Reviews happen when somebody calls one true things to settle behind this	—	Record decisions in the meeting, not afterwards.	Confirm first

Capability 7

Technology and Data

Whether the tooling supports the sales motion and whether the data it holds can be trusted for decisions.

Now at L3.3 Consistent Pipeline Delivery. These are what the assessment identified towards L4 Managed Pipeline Performance.

Dimension	Root cause	Type of change	Recommendation	Where to start
Data Quality Controls	Data quality has no owner true things to settle behind this	—	Name an owner for data quality with the authority to change the system.	Confirm first
Tooling Fit	Platform changes happen on a release cycle, not when needed true things to settle behind this	—	Add a business-triggered route alongside the release calendar.	Confirm first
Reporting and Insight	Forecasting is not tested against what happened true things to settle behind this	—	Track forecast accuracy for three periods before trying to improve it.	Confirm first

Where this report stops

These are the actions the assessment identified and the consultant has selected. The report says what needs addressing; it does not set sequence, scope, ownership, timing or effort. The detailed sequencing and delivery approach for these actions should be agreed separately.

THEAX ASSESSMENT REPORT

Conclusion & Next Steps

The recorded assessment conclusion and the immediate follow-on actions arising from the assessment.

Consultant-authored conclusion

Conclusion recorded in the assessment

The sales pipeline sits at the Defined Pipeline Processes level. The greatest return now comes from strengthening Demand and Pipeline Creation and Opportunity Qualification, where the current gaps most limit growth and consistency. How that work is prioritised and sequenced is planned separately.

Next steps from the assessment

1 · Settle material open questions

Resolve the open questions that could move a maturity rating, including the 2 sitting behind Priority recommendations.

2 · Confirm actions to take forward

Review the recommendations identified by the assessment and confirm which will be taken forward. The assessment currently identifies 6 Priority and 14 supporting recommendations.

3 · Plan delivery

Once the selected actions are confirmed, agree the delivery sequence, scope, ownership, timing and implementation approach separately.

Scope of this report

This document reports the assessment, its findings, the model-defined meaning of those findings and the actions identified through the assessment. Detailed implementation sequencing, delivery scope, ownership, programme design and commercial proposals sit outside this assessment report and can be provided separately by the consultant.

THEAX ASSESSMENT REPORT

About the Assessment & TheAX

Assessment context, provider information and the reporting boundary.

Assessment

AXAT Test Sales Pipeline Effectiveness
Sales pipeline maturity
Version 1.0
AXAT (corroborated)
7 capabilities · 5 levels

Engagement

Sunshine Power — sales and revenue operations
Baseline: 09/08/2026
6 of 8 invited
Conducted by TheAX

About TheAX

TheAX helps organisations turn capability into measurable value. We combine structured assessment with hands-on delivery, so findings lead to change rather than sitting in a report.

hello@theax.example

Website

theax.example

Report evidence rule

Substantive statements in the assessment narrative are limited to assessment outputs, deterministic consequences of explicit model rules, and consultant-authored judgement stored in the assessment record. Supporting detail is retained in the appendix rather than repeated in the main narrative.

THEAX ASSESSMENT REPORT

Appendix · Supporting Assessment Data

Detail behind the report, so any figure can be traced back to what was asked and what was found.

Nothing in the appendix is new analysis. It is the detail the main body summarises.

THEAX ASSESSMENT REPORT

Capability · Demand and Pipeline Creation

How new opportunities are generated, where they come from, and whether the sources are understood well enough to plan.

Rating

L1.7

Initial Pipeline Setup

Perception

L2.5

what people said

Evidence

L1.7

what was found

Symptoms

L3.0

higher = fewer problems

Model state · Carried by people

Few problems reported, but little of what the levels ask for could be found. It works on people rather than on anything written down.

Confidence

86%

how firmly this position is supported

Where this sits in the assessment

This capability sets the firm-wide level. It is the lowest of the 7 assessed, so the organisation clears L1 overall regardless of how the others score. Work here moves the headline; work elsewhere does not.

Where it stands

At L1 Initial Pipeline Setup. Pipeline is created ad hoc, mostly through individual relationships. Reaching L2 Defined Pipeline Processes means: Sources are recorded and there is a defined route from marketing to sales.

Level by level

A level only counts once every level before it is met, and both readings have to hold. The highlighted row is where this capability stops.

Level	Evidence	Symptoms
L2 Defined Pipeline Processes stops here	1 of 3 in place, 2 partly	0 of 3 still reported	not met
L3 Consistent Pipeline Delivery	1 of 3 in place, 2 partly	0 of 3 still reported	not met
L4 Managed Pipeline Performance	0 of 3 in place, 2 partly	3 of 3 still reported	not met
L5 Optimised Pipeline Growth	0 of 1 in place, 1 partly	1 of 1 still reported	not met

What is holding it there

Highlighted rows are the causes that bite at L2 Defined Pipeline Processes, the level this capability stops at. The rest sit further up the ladder and are not reachable until those clear.

Dimension	Root cause	State	Type of change
Source Mix	Where pipeline comes from is not recorded consistently holding the rating	Started, not finished first at L2	Finish it
Coverage Planning	Coverage is not planned against a target holding the rating	Started, not finished first at L2, and at L3	Finish it
Marketing Handover	There is no agreed definition of a lead worth working	Started, not finished first at L3	Finish it
Marketing Handover	Nothing feeds back to marketing about what converted	Nothing in place first at L4, and at L5	Build it
Source Mix	The mix is described but not planned against	In place, still happening first at L4	Make it land
Coverage Planning	Creation targets are set once and not adjusted	In place, still happening first at L4	Make it land

What has been identified to do about it

Root cause it answers	Recommendation	Weight
Where pipeline comes from is not recorded consistently true still to settle behind it	Make source a required field before trying to analyse it.	Priority
Coverage is not planned against a target	Build the coverage plan from what closed, not from what is hoped for.	Priority

Still unsettled

6 things looked for here could not be confirmed either way — if all turn out to be in place the rating reaches L3.0 without anything being built.

What we looked for	Why it is open
Source recorded against every opportunity	Answers disagree
Handover checklist used by both sides	Never checked, and it matters
Source mix targets with in-period tracking	Answers disagree
Closed-loop reporting from opportunity back to campaign	Never checked, and it matters
Creation model with gap thresholds and triggers	Never checked, and it matters
Shared record of campaign learning	Answers disagree

Extracted from the AXAT Test Sales Pipeline Effectiveness assessment, baseline 09/08/2026. Ratings are corroborated: the lower of evidence and symptoms. Sequencing and delivery are agreed separately.

THEAX ASSESSMENT REPORT

Capability · Opportunity Qualification

How accurately and consistently opportunities are assessed, and whether objective criteria are applied.

Rating

L2.2

Defined Pipeline Processes

Perception

L2.2

what people said

Evidence

L2.2

what was found

Symptoms

L2.3

higher = fewer problems

Model state · Exposed

Little of what the levels ask for was found, and the problems are still being reported.

Confidence

79%

how firmly this position is supported

Where this sits in the assessment

Ranked 2 of 7 by rating. The firm-wide level is set by Demand and Pipeline Creation at L1.7, so improvement here will not move the headline position until that one clears.

Where it stands

At L2 Defined Pipeline Processes. Criteria are written down and starting to be applied, but interpretation varies between people. Reaching L3 Consistent Pipeline Delivery means: Criteria are consistently applied and supported by data that can be trusted.

Level by level

A level only counts once every level before it is met, and both readings have to hold. The highlighted row is where this capability stops.

Level	Evidence	Symptoms
L2 Defined Pipeline Processes	2 of 3 in place, 1 partly	1 of 3 still reported	met
L3 Consistent Pipeline Delivery stops here	0 of 3 in place, 1 partly	2 of 3 still reported	not met
L4 Managed Pipeline Performance	0 of 3 in place, 1 partly	3 of 3 still reported	not met
L5 Optimised Pipeline Growth	0 of 2 in place	2 of 2 still reported	not met

What is holding it there

Highlighted rows are the causes that bite at L3 Consistent Pipeline Delivery, the level this capability stops at. The rest sit further up the ladder and are not reachable until those clear.

Dimension	Root cause	State	Type of change
Ongoing Re-qualification	An opportunity is qualified once and never revisited	In place, still happening first at L2, and at L3	Make it land
Qualification Criteria	There are no agreed criteria, so judgement varies by person	Started, not finished first at L2, and at L3	Finish it
Data Behind the Criteria	Criteria are answered from opinion rather than evidence holding the rating	Nothing in place first at L3	Build it
Data Behind the Criteria	Nothing checks whether qualification predicted the outcome	Nothing in place first at L4	Build it
Ongoing Re-qualification	Weak opportunities are never removed	Nothing in place first at L4, and at L5	Build it
Qualification Criteria	The same criteria are used regardless of deal size or risk	In place, still happening first at L4, and at L5	Make it land

What has been identified to do about it

Root cause it answers	Recommendation	Weight
Criteria are answered from opinion rather than evidence	Make the missing information visible rather than letting it be guessed.	Priority
There are no agreed criteria, so judgement varies by person true still to settle behind it	Score three live deals as a group and reconcile where you disagree.	Priority
An opportunity is qualified once and never revisited	Require the re-check at transition and make skipping it visible.	Priority

Still unsettled

7 things looked for here could not be confirmed either way — if all turn out to be in place the rating reaches L2.3 without anything being built.

What we looked for	Why it is open
Documented qualification criteria	Answers disagree
Qualification stage defined in the CRM with required fields	Never checked, and it matters
Differentiated criteria by deal type or risk band	Answers disagree
Win rate reported against qualification score	Never checked, and it matters
Defined review cadence for stalled or disqualified opportunities	Never checked, and it matters
Change log for the qualification criteria	Never checked, and it matters
Disqualification analysis feeding the criteria	Never checked, and it matters

Extracted from the AXAT Test Sales Pipeline Effectiveness assessment, baseline 09/08/2026. Ratings are corroborated: the lower of evidence and symptoms. Sequencing and delivery are agreed separately.

THEAX ASSESSMENT REPORT

Capability · Pipeline Foundations

How sales roles are defined, whether there is a standard sales process people actually follow, and how consistently the CRM is used and kept accurate.

Rating

L2.3

Defined Pipeline Processes

Perception

L2.7

what people said

Evidence

L3.2

what was found

Symptoms

L2.3

higher = fewer problems

Model state · Not landing

What the levels ask for was found, but the problems are still being reported. The artefacts exist; the practice has not followed.

Confidence

90%

how firmly this position is supported

Where this sits in the assessment

Ranked 3 of 7 by rating. The firm-wide level is set by Demand and Pipeline Creation at L1.7, so improvement here will not move the headline position until that one clears.

Where it stands

At L2 Defined Pipeline Processes. Roles, processes and CRM expectations are documented and communicated. Daily practice does not always follow what is written down. Reaching L3 Consistent Pipeline Delivery means: The standard is applied consistently, exceptions are logged, and changes to roles, process and CRM are made together rather than independently.

Level by level

A level only counts once every level before it is met, and both readings have to hold. The highlighted row is where this capability stops.

Level	Evidence	Symptoms
L2 Defined Pipeline Processes	2 of 3 in place, 1 partly	1 of 3 still reported	met
L3 Consistent Pipeline Delivery stops here	2 of 3 in place, 1 partly	2 of 3 still reported	not met
L4 Managed Pipeline Performance	0 of 3 in place, 1 partly	3 of 3 still reported	not met
L5 Optimised Pipeline Growth	0 of 3 in place, 1 partly	3 of 3 still reported	not met

What is holding it there

Highlighted rows are the causes that bite at L3 Consistent Pipeline Delivery, the level this capability stops at. The rest sit further up the ladder and are not reachable until those clear.

Dimension	Root cause	State	Type of change
Consistent CRM Usage and Data Quality	CRM use is patchy, so the pipeline view is incomplete	In place, still happening first at L2, and at L3	Make it land
Defined Sales Roles and Responsibilities	Roles are not written down or shared, so people guess at the edges	Started, not finished first at L2, and at L3	Finish it
Standardised Sales Processes	A documented process exists but people work around it holding the rating	In place, still happening first at L3	Make it land
Consistent CRM Usage and Data Quality	Data quality is assumed from usage rather than checked	In place, still happening first at L4, and at L5	Make it land
Standardised Sales Processes	Exceptions are agreed verbally and never recorded	Nothing in place first at L4, and at L5	Build it
Defined Sales Roles and Responsibilities	No one is accountable when a role is left uncovered	Nothing in place first at L4, and at L5	Build it

What has been identified to do about it

Root cause it answers	Recommendation	Weight
CRM use is patchy, so the pipeline view is incomplete	Enforce at the stage transition, then sample between transitions.	Priority
A documented process exists but people work around it	Sample practice between the gates, not only at them.	—
Roles are not written down or shared, so people guess at the edges	Write the tie-break rule before the next disputed deal, not after it.	—

Still unsettled

6 things looked for here could not be confirmed either way.

What we looked for	Why it is open
Written sales roles and responsibilities	Answers disagree
Named deputy for each role, tested during planned leave	Never checked, and it matters
Data quality checks run at source with a named owner	Never checked, and it matters
Version history for the role model with a named owner	Answers disagree
Register of approved exceptions and propagated improvements	Never checked, and it matters
Configuration backlog managed against sales motion changes	Never checked, and it matters

Extracted from the AXAT Test Sales Pipeline Effectiveness assessment, baseline 09/08/2026. Ratings are corroborated: the lower of evidence and symptoms. Sequencing and delivery are agreed separately.

THEAX ASSESSMENT REPORT

Capability · Sales Execution

How deals are progressed once qualified — the disciplines of running an opportunity to close.

Rating

L2.3

Defined Pipeline Processes

Perception

L2.4

what people said

Evidence

L2.7

what was found

Symptoms

L2.3

higher = fewer problems

Model state · Exposed

Little of what the levels ask for was found, and the problems are still being reported.

Confidence

92%

how firmly this position is supported

Where this sits in the assessment

Ranked 4 of 7 by rating. The firm-wide level is set by Demand and Pipeline Creation at L1.7, so improvement here will not move the headline position until that one clears.

Where it stands

At L2 Defined Pipeline Processes. Common steps are documented and coaching happens, though not to a rhythm. Reaching L3 Consistent Pipeline Delivery means: Deals are progressed consistently, and reviews follow a defined cadence.

Level by level

A level only counts once every level before it is met, and both readings have to hold. The highlighted row is where this capability stops.

Level	Evidence	Symptoms
L2 Defined Pipeline Processes	3 of 3 in place	0 of 3 still reported	met
L3 Consistent Pipeline Delivery stops here	1 of 3 in place, 2 partly	2 of 3 still reported	not met
L4 Managed Pipeline Performance	0 of 3 in place	3 of 3 still reported	not met
L5 Optimised Pipeline Growth	0 of 1 in place, 1 partly	1 of 1 still reported	not met

What is holding it there

Highlighted rows are the causes that bite at L3 Consistent Pipeline Delivery, the level this capability stops at. The rest sit further up the ladder and are not reachable until those clear.

Dimension	Root cause	State	Type of change
Deal Progression	How a deal is run depends entirely on who is running it holding the rating	Started, not finished first at L3	Finish it
Coaching and Review	Coaching happens only when something has gone wrong holding the rating	In place, still happening first at L3	Make it land
Close Discipline	Closing steps are left to the individual seller holding the rating	In place, still happening first at L3	Make it land
Deal Progression	Deals stall without anyone noticing in time	Nothing in place first at L4	Build it
Coaching and Review	Nothing records what coaching was given or whether it worked	Nothing in place first at L4, and at L5	Build it
Close Discipline	Slippage is explained after the fact rather than predicted	Nothing in place first at L4	Build it

What has been identified to do about it

Root cause it answers	Recommendation	Weight
Coaching happens only when something has gone wrong	Put deal review on a cadence and hold it even when nothing is wrong.	—
Closing steps are left to the individual seller	Apply the checklist at stage exit so it is not a last-week scramble.	—
How a deal is run depends entirely on who is running it true still to settle behind it	Define entry and exit criteria in the system so progression is not a judgement call.	—

Still unsettled

4 things looked for here could not be confirmed either way.

What we looked for	Why it is open
Stage entry and exit criteria defined in the CRM	Answers disagree
Stall criteria defined, with an alert	Never checked, and it matters
Slippage tracked and reported before period end	Never checked, and it matters
Win/loss analysis feeding the playbook	Answers disagree

Extracted from the AXAT Test Sales Pipeline Effectiveness assessment, baseline 09/08/2026. Ratings are corroborated: the lower of evidence and symptoms. Sequencing and delivery are agreed separately.

THEAX ASSESSMENT REPORT

Capability · People and Skills

Whether the sales team has the capability it needs, and whether that capability is developed deliberately.

Rating

L2.3

Defined Pipeline Processes

Perception

L2.6

what people said

Evidence

L2.3

what was found

Symptoms

L3.0

higher = fewer problems

Model state · Carried by people

Few problems reported, but little of what the levels ask for could be found. It works on people rather than on anything written down.

Confidence

85%

how firmly this position is supported

Where this sits in the assessment

Ranked 5 of 7 by rating. The firm-wide level is set by Demand and Pipeline Creation at L1.7, so improvement here will not move the headline position until that one clears.

Where it stands

At L2 Defined Pipeline Processes. Expectations are written down and onboarding follows a defined path. Reaching L3 Consistent Pipeline Delivery means: Capability is assessed against a framework and development is planned.

Level by level

A level only counts once every level before it is met, and both readings have to hold. The highlighted row is where this capability stops.

Level	Evidence	Symptoms
L2 Defined Pipeline Processes	2 of 3 in place, 1 partly	1 of 3 still reported	met
L3 Consistent Pipeline Delivery stops here	0 of 3 in place, 2 partly	0 of 3 still reported	not met
L4 Managed Pipeline Performance	0 of 3 in place, 1 partly	3 of 3 still reported	not met
L5 Optimised Pipeline Growth	0 of 1 in place	1 of 1 still reported	not met

What is holding it there

Highlighted rows are the causes that bite at L3 Consistent Pipeline Delivery, the level this capability stops at. The rest sit further up the ladder and are not reachable until those clear.

Dimension	Root cause	State	Type of change
Capability Framework	What good looks like in a sales role is not written down	In place, still happening first at L2, and at L3	Make it land
Onboarding	Onboarding depends on who happens to run it holding the rating	Started, not finished first at L3	Finish it
Ongoing Development	Development happens when somebody asks for it holding the rating	Started, not finished first at L3	Finish it
Onboarding	Nothing checks whether onboarding worked	Nothing in place first at L4	Build it
Ongoing Development	Development is not aimed at measured gaps	Nothing in place first at L4, and at L5	Build it
Capability Framework	The framework does not change as the sales motion does	In place, still happening first at L4	Make it land

What has been identified to do about it

Root cause it answers	Recommendation	Weight
Onboarding depends on who happens to run it true still to settle behind it	Compare two recent starters' first months and fix what differed.	—
Development happens when somebody asks for it true still to settle behind it	Publish where the gaps are so development can be aimed at them.	—
What good looks like in a sales role is not written down	Assess against the framework once and plan from the gaps it finds.	—

Still unsettled

6 things looked for here could not be confirmed either way — if all turn out to be in place the rating reaches L2.7 without anything being built.

What we looked for	Why it is open
Induction record for recent starters	Answers disagree
Record of capability assessed against the framework	Never checked, and it matters
Change log for the capability framework	Answers disagree
Time-to-productivity tracked for new starters	Never checked, and it matters
Development targeted at assessed gaps, with outcome measured	Never checked, and it matters
Named owner for the capability model	Never checked, and it matters

Extracted from the AXAT Test Sales Pipeline Effectiveness assessment, baseline 09/08/2026. Ratings are corroborated: the lower of evidence and symptoms. Sequencing and delivery are agreed separately.

THEAX ASSESSMENT REPORT

Capability · Governance and Improvement

How the pipeline is governed, how performance is reviewed, and how improvements are made and propagated.

Rating

L2.3

Defined Pipeline Processes

Perception

L2.3

what people said

Evidence

L2.5

what was found

Symptoms

L2.3

higher = fewer problems

Model state · Exposed

Little of what the levels ask for was found, and the problems are still being reported.

Confidence

84%

how firmly this position is supported

Where this sits in the assessment

Ranked 6 of 7 by rating. The firm-wide level is set by Demand and Pipeline Creation at L1.7, so improvement here will not move the headline position until that one clears.

Where it stands

At L2 Defined Pipeline Processes. A review rhythm exists and improvements are logged. Reaching L3 Consistent Pipeline Delivery means: Governance is defined, with decisions recorded and improvements tracked to completion.

Level by level

A level only counts once every level before it is met, and both readings have to hold. The highlighted row is where this capability stops.

Level	Evidence	Symptoms
L2 Defined Pipeline Processes	3 of 3 in place	0 of 3 still reported	met
L3 Consistent Pipeline Delivery stops here	0 of 3 in place, 3 partly	2 of 3 still reported	not met
L4 Managed Pipeline Performance	0 of 3 in place, 1 partly	3 of 3 still reported	not met
L5 Optimised Pipeline Growth	0 of 1 in place	1 of 1 still reported	not met

What is holding it there

Highlighted rows are the causes that bite at L3 Consistent Pipeline Delivery, the level this capability stops at. The rest sit further up the ladder and are not reachable until those clear.

Dimension	Root cause	State	Type of change
Improvement Loop	Improvements are agreed but not tracked to completion holding the rating	In place, still happening first at L3	Make it land
Governance Rhythm	Reviews happen when somebody calls one holding the rating	Started, not finished first at L3	Finish it
Performance Review	Performance is reviewed after the period rather than managed in it holding the rating	In place, still happening first at L3	Make it land
Improvement Loop	Improvement stops when the person driving it moves on	In place, still happening first at L4, and at L5	Make it land
Governance Rhythm	The forum meets but does not decide	Nothing in place first at L4	Build it
Performance Review	There is no model to manage performance against	Nothing in place first at L4	Build it

What has been identified to do about it

Root cause it answers	Recommendation	Weight
Improvements are agreed but not tracked to completion true still to settle behind it	Track each improvement to done and close it publicly.	—
Performance is reviewed after the period rather than managed in it true still to settle behind it	Record an action against each review finding and check it next time.	—
Reviews happen when somebody calls one true still to settle behind it	Record decisions in the meeting, not afterwards.	—

Still unsettled

7 things looked for here could not be confirmed either way.

What we looked for	Why it is open
Decision log for the pipeline forum	Answers disagree
Actions recorded from each performance review	Never checked, and it matters
Improvement register tracked to completion	Never checked, and it matters
Standing agenda with decisions required at each item	Never checked, and it matters
Performance managed against a defined model	Never checked, and it matters
Improvements prioritised on recorded evidence	Answers disagree
Propagation record for improvements across teams	Never checked, and it matters

Extracted from the AXAT Test Sales Pipeline Effectiveness assessment, baseline 09/08/2026. Ratings are corroborated: the lower of evidence and symptoms. Sequencing and delivery are agreed separately.

THEAX ASSESSMENT REPORT

Capability · Technology and Data

Whether the tooling supports the sales motion and whether the data it holds can be trusted for decisions.

Rating

L3.3

Consistent Pipeline Delivery

Perception

L2.8

what people said

Evidence

L3.3

what was found

Symptoms

L4.0

higher = fewer problems

Model state · Embedded

What the levels ask for was found, and the problems it should remove are no longer reported.

Confidence

73%

how firmly this position is supported

Where this sits in the assessment

Ranked 7 of 7 by rating. The firm-wide level is set by Demand and Pipeline Creation at L1.7, so improvement here will not move the headline position until that one clears.

Where it stands

At L3 Consistent Pipeline Delivery. Data quality is checked and reports are trusted for management use. Reaching L4 Managed Pipeline Performance means: Controls run at source and forecast accuracy is tracked over consecutive periods.

Level by level

A level only counts once every level before it is met, and both readings have to hold. The highlighted row is where this capability stops.

Level	Evidence	Symptoms
L2 Defined Pipeline Processes	2 of 3 in place, 1 partly	0 of 3 still reported	met
L3 Consistent Pipeline Delivery	2 of 3 in place, 1 partly	0 of 3 still reported	met
L4 Managed Pipeline Performance stops here	0 of 3 in place, 2 partly	1 of 3 still reported	not met
L5 Optimised Pipeline Growth	0 of 1 in place	1 of 1 still reported	not met

What is holding it there

Highlighted rows are the causes that bite at L4 Managed Pipeline Performance, the level this capability stops at. The rest sit further up the ladder and are not reachable until those clear.

Dimension	Root cause	State	Type of change
Data Quality Controls	Nothing checks the data before it is reported	Started, not finished first at L2	Finish it
Tooling Fit	The tooling does not match how the team actually sells	Started, not finished first at L3	Finish it
Reporting and Insight	Forecasting is not tested against what happened holding the rating	Held together by people first at L4, and at L5	Write it down
Tooling Fit	Platform changes happen on a release cycle, not when needed holding the rating	Started, not finished first at L4	Finish it
Data Quality Controls	Data quality has no owner holding the rating	In place, still happening first at L4	Make it land

What has been identified to do about it

Root cause it answers	Recommendation	Weight
Data quality has no owner true still to settle behind it	Name an owner for data quality with the authority to change the system.	—
Platform changes happen on a release cycle, not when needed true still to settle behind it	Add a business-triggered route alongside the release calendar.	—
Forecasting is not tested against what happened true still to settle behind it	Track forecast accuracy for three periods before trying to improve it.	—

Still unsettled

6 things looked for here could not be confirmed either way — if all turn out to be in place the rating reaches L4.0 without anything being built.

What we looked for	Why it is open
Documented data quality expectations	Never checked, and it matters
Record of tooling changes made from user feedback	Answers disagree
Change route with a business-triggered path	Never checked, and it matters
Named owner for pipeline data quality	Answers disagree
Forecast accuracy tracked over consecutive periods	Never checked, and it matters
Forecast adjustment method based on tracked error	Never checked, and it matters

Extracted from the AXAT Test Sales Pipeline Effectiveness assessment, baseline 09/08/2026. Ratings are corroborated: the lower of evidence and symptoms. Sequencing and delivery are agreed separately.

THEAX ASSESSMENT REPORT

All assessment responses

Response counts and average score for every category — the raw tally behind each rating.

Category	No. of responses	Average score
Pipeline Foundations	6	2.3
Opportunity Qualification	6	2.2
Demand and Pipeline Creation	6	1.7
Sales Execution	6	2.3
Technology and Data	6	3.3
People and Skills	6	2.3
Governance and Improvement	6	2.3
Overall	6	2.4

THEAX ASSESSMENT REPORT

Every answer

Pipeline Foundations

How sales roles are defined, whether there is a standard sales process people actually follow, and how consistently the CRM is used and kept accurate.

Defined Sales Roles and Responsibilities

Who owns what across the sales cycle, and whether that is written down and known.

Standardised Sales Processes

Whether there is one agreed way of working, and whether people follow it.

Consistent CRM Usage and Data Quality

Whether the system reflects reality well enough to be relied on.

L2 · Defined Pipeline Processes

Defined Sales Roles and Responsibilities

WHAT PEOPLE SAID

People are unsure who owns a deal once it leaves their patch

never

rarel

somet

often

alway

mean 0.3 · counts as faded

WHAT WE LOOKED FOR

Written sales roles and responsibilities

yes

partly

n/k

Partly there

Standardised Sales Processes

WHAT PEOPLE SAID

Documentation exists but daily practice does not follow it

never

rarel

somet

often

alway

mean 0.2 · counts as faded

WHAT WE LOOKED FOR

Sales process guide accessible to the whole team

yes

partly

n/k

Found

Consistent CRM Usage and Data Quality

WHAT PEOPLE SAID

People keep their own records outside the CRM

never

rarel

somet

often

alway

mean 0.3 · counts as present

WHAT WE LOOKED FOR

CRM report showing field completeness

yes

partly

n/k

Found

L3 · Consistent Pipeline Delivery

Defined Sales Roles and Responsibilities

WHAT PEOPLE SAID

Ownership of shared accounts is settled by asking a manager

never

rarel

somet

often

alway

mean 0.3 · counts as faded

WHAT WE LOOKED FOR

RACI or equivalent covering handoffs and shared accounts

yes

partly

n/k

Partly there · confirmed directly

Standardised Sales Processes

WHAT PEOPLE SAID

People follow the process at the gates and work around it in between

never

rarel

somet

often

alway

mean 0.8 · counts as present

WHAT WE LOOKED FOR

Sampled check of practice between stage gates

yes

partly

n/k

Found · confirmed directly

Consistent CRM Usage and Data Quality

WHAT PEOPLE SAID

Records are complete at stage transition and go stale in between

never

rarel

somet

often

alway

mean 0.8 · counts as present

WHAT WE LOOKED FOR

Mandatory fields enforced at stage transition

yes

partly

n/k

Found

L4 · Managed Pipeline Performance

Defined Sales Roles and Responsibilities

WHAT PEOPLE SAID

Gaps in cover only surface when somebody is away

never

rarel

somet

often

alway

mean 1.0 · counts as present

WHAT WE LOOKED FOR

Named deputy for each role, tested during planned leave

yes

partly

n/k

Not found

Standardised Sales Processes

WHAT PEOPLE SAID

Adherence is measured but only reviewed after the period closes

never

rarel

somet

often

alway

mean 0.8 · counts as present

WHAT WE LOOKED FOR

Adherence reported on a defined cadence

yes

partly

n/k

Not found · confirmed directly

Consistent CRM Usage and Data Quality

WHAT PEOPLE SAID

Pipeline data is trusted for reporting but not for forecasting

never

rarel

somet

often

alway

mean 0.8 · counts as present

WHAT WE LOOKED FOR

Data quality checks run at source with a named owner

yes

partly

n/k

Partly there

L5 · Optimised Pipeline Growth

Defined Sales Roles and Responsibilities

WHAT PEOPLE SAID

The role model is the same as it was before the last reorganisation

never

rarel

somet

often

alway

mean 1.0 · counts as present

WHAT WE LOOKED FOR

Version history for the role model with a named owner

yes

partly

n/k

Partly there

Standardised Sales Processes

WHAT PEOPLE SAID

Improvements made by one team do not reach the others

never

rarel

somet

often

alway

mean 1.0 · counts as present

WHAT WE LOOKED FOR

yes

partly

n/k

Not found

Consistent CRM Usage and Data Quality

WHAT PEOPLE SAID

CRM configuration lags the sales motions it supports

never

rarel

somet

often

alway

mean 0.8 · counts as present

WHAT WE LOOKED FOR

Configuration backlog managed against sales motion changes

yes

partly

n/k

Not found

Anything we missed

Asked at the end of the capability. The only answers the model did not prompt.

Category level distribution

How many respondents placed each category at each maturity level — the spread behind the mean.

Category	Score	L2	L3	L4
Pipeline Foundations	2.3	3	2	1
Opportunity Qualification	2.2	4	1	0
Demand and Pipeline Creation	1.7	2	3	0
Sales Execution	2.3	4	2	0
Technology and Data	3.3	0	4	0
People and Skills	2.3	1	4	0
Governance and Improvement	2.3	5	1	0

THEAX ASSESSMENT REPORT

Appendix · Assessment data

The platform outputs behind the report, so any figure can be traced back.

The answers underneath

Two readings per capability: how many of the problems each level is meant to remove are still being reported, and how much of what we looked for was actually there. Item-level detail is in the appendix.

Pipeline Foundations

6 answered · 9 of 12 problems still reported

still reported / cleared

in place / partly / missing / nobody knew

Opportunity Qualification

6 answered · 8 of 11 problems still reported

still reported / cleared

in place / partly / missing / nobody knew

Demand and Pipeline Creation

6 answered · 4 of 10 problems still reported

still reported / cleared

in place / partly / missing / nobody knew

Sales Execution

6 answered · 6 of 10 problems still reported

still reported / cleared

in place / partly / missing / nobody knew

Technology and Data

6 answered · 2 of 10 problems still reported

still reported / cleared

in place / partly / missing / nobody knew

People and Skills

6 answered · 5 of 10 problems still reported

still reported / cleared

in place / partly / missing / nobody knew

Governance and Improvement

6 answered · 6 of 10 problems still reported

still reported / cleared

in place / partly / missing / nobody knew

Across the assessment, 40 of 73 problems are still being reported, and 21 of 73 things we looked for were fully in place, with 29 partly there.

Capability results

These reproduce the figures the report argues from. They are included for traceability and are not a second scoring method.

Capability	Rating	Perception	Evidence	Symptomshigher = less pain	Confidence	Open	Band
Demand and Pipeline Creation	1.7	2.5	1.7	3.0	86%	6	Initial Pipeline Setup
Opportunity Qualification	2.2	2.2	2.2	2.3	79%	7	Defined Pipeline Processes
Pipeline Foundations	2.3	2.7	3.2	2.3	90%	6	Defined Pipeline Processes
Sales Execution	2.3	2.4	2.7	2.3	92%	4	Defined Pipeline Processes
People and Skills	2.3	2.6	2.3	3.0	85%	6	Defined Pipeline Processes
Governance and Improvement	2.3	2.3	2.5	2.3	84%	7	Defined Pipeline Processes
Technology and Data	3.3	2.8	3.3	4.0	73%	6	Consistent Pipeline Delivery

Evidence status, level by level

Every artefact the levels ask for, what was found, and whether it is settled. Nothing here is attributed to a person.

Capability	Level	What we looked for	Status	Settled?
Pipeline Foundations	L2	Written sales roles and responsibilities	Partly there	Answers disagree
Pipeline Foundations	L2	Sales process guide accessible to the whole team	In place	settled
Pipeline Foundations	L2	CRM report showing field completeness	In place	settled
Pipeline Foundations	L3	RACI or equivalent covering handoffs and shared accounts	Partly there	settled
Pipeline Foundations	L3	Sampled check of practice between stage gates	In place	settled
Pipeline Foundations	L3	Mandatory fields enforced at stage transition	In place	settled
Pipeline Foundations	L4	Named deputy for each role, tested during planned leave	Not found	Never checked, and it matters
Pipeline Foundations	L4	Adherence reported on a defined cadence	Not found	settled
Pipeline Foundations	L4	Data quality checks run at source with a named owner	Partly there	Never checked, and it matters
Pipeline Foundations	L5	Version history for the role model with a named owner	Partly there	Answers disagree
Pipeline Foundations	L5	Register of approved exceptions and propagated improvements	Not found	Never checked, and it matters
Pipeline Foundations	L5	Configuration backlog managed against sales motion changes	Not found	Never checked, and it matters
Opportunity Qualification	L2	Documented qualification criteria	Partly there	Answers disagree
Opportunity Qualification	L2	Named data source for each qualification criterion	In place	settled
Opportunity Qualification	L2	Guidance on when to re-qualify	In place	settled
Opportunity Qualification	L3	Qualification stage defined in the CRM with required fields	Partly there	Never checked, and it matters
Opportunity Qualification	L3	Completeness check on qualification fields	Not found	settled
Opportunity Qualification	L3	Re-check required at defined stage transitions	Not found	settled
Opportunity Qualification	L4	Differentiated criteria by deal type or risk band	Partly there	Answers disagree
Opportunity Qualification	L4	Win rate reported against qualification score	Not found	Never checked, and it matters
Opportunity Qualification	L4	Defined review cadence for stalled or disqualified opportunities	Not found	Never checked, and it matters
Opportunity Qualification	L5	Change log for the qualification criteria	Not found	Never checked, and it matters
Opportunity Qualification	L5	Disqualification analysis feeding the criteria	Not found	Never checked, and it matters
Demand and Pipeline Creation	L2	Source recorded against every opportunity	Partly there	Answers disagree
Demand and Pipeline Creation	L2	Agreed definition of a qualified handover	In place	settled
Demand and Pipeline Creation	L2	Coverage plan against target	Partly there	settled
Demand and Pipeline Creation	L3	Source mix reported on a defined cadence	In place	settled
Demand and Pipeline Creation	L3	Handover checklist used by both sides	Partly there	Never checked, and it matters
Demand and Pipeline Creation	L3	Coverage tracked against plan during the period	Partly there	settled
Demand and Pipeline Creation	L4	Source mix targets with in-period tracking	Partly there	Answers disagree
Demand and Pipeline Creation	L4	Closed-loop reporting from opportunity back to campaign	Not found	Never checked, and it matters
Demand and Pipeline Creation	L4	Creation model with gap thresholds and triggers	Partly there	Never checked, and it matters
Demand and Pipeline Creation	L5	Shared record of campaign learning	Partly there	Answers disagree
Sales Execution	L2	Documented deal progression steps	In place	settled
Sales Execution	L2	Onboarding path for new sellers	In place	settled
Sales Execution	L2	Close checklist for the final stage	In place	settled
Sales Execution	L3	Stage entry and exit criteria defined in the CRM	Partly there	Answers disagree
Sales Execution	L3	Defined review cadence with attendance	Partly there	settled
Sales Execution	L3	Close checklist applied at stage exit	In place	settled
Sales Execution	L4	Stall criteria defined, with an alert	Not found	Never checked, and it matters
Sales Execution	L4	Coaching record against sellers	Not found	settled
Sales Execution	L4	Slippage tracked and reported before period end	Not found	Never checked, and it matters
Sales Execution	L5	Win/loss analysis feeding the playbook	Partly there	Answers disagree
Technology and Data	L2	Tooling map against the sales motion	In place	settled
Technology and Data	L2	Documented data quality expectations	Partly there	Never checked, and it matters
Technology and Data	L2	Standard pipeline report set	In place	settled
Technology and Data	L3	Record of tooling changes made from user feedback	Partly there	Answers disagree
Technology and Data	L3	Data quality checks run on a defined cadence	In place	settled
Technology and Data	L3	Single agreed definition for each pipeline metric	In place	settled
Technology and Data	L4	Change route with a business-triggered path	Partly there	Never checked, and it matters
Technology and Data	L4	Named owner for pipeline data quality	Partly there	Answers disagree
Technology and Data	L4	Forecast accuracy tracked over consecutive periods	Not found	Never checked, and it matters
Technology and Data	L5	Forecast adjustment method based on tracked error	Not found	Never checked, and it matters
People and Skills	L2	Written expectations for each sales role	Partly there	settled
People and Skills	L2	Defined onboarding path	In place	settled
People and Skills	L2	Development plans held for each seller	In place	settled
People and Skills	L3	Capability framework for sales roles	Not found	settled
People and Skills	L3	Induction record for recent starters	Partly there	Answers disagree
People and Skills	L3	Record of capability assessed against the framework	Partly there	Never checked, and it matters
People and Skills	L4	Change log for the capability framework	Partly there	Answers disagree
People and Skills	L4	Time-to-productivity tracked for new starters	Not found	Never checked, and it matters
People and Skills	L4	Development targeted at assessed gaps, with outcome measured	Not found	Never checked, and it matters
People and Skills	L5	Named owner for the capability model	Not found	Never checked, and it matters
Governance and Improvement	L2	Defined governance rhythm with terms of reference	In place	settled
Governance and Improvement	L2	In-period performance reporting	In place	settled
Governance and Improvement	L2	Improvement log	In place	settled
Governance and Improvement	L3	Decision log for the pipeline forum	Partly there	Answers disagree
Governance and Improvement	L3	Actions recorded from each performance review	Partly there	Never checked, and it matters
Governance and Improvement	L3	Improvement register tracked to completion	Partly there	Never checked, and it matters
Governance and Improvement	L4	Standing agenda with decisions required at each item	Not found	Never checked, and it matters
Governance and Improvement	L4	Performance managed against a defined model	Not found	Never checked, and it matters
Governance and Improvement	L4	Improvements prioritised on recorded evidence	Partly there	Answers disagree
Governance and Improvement	L5	Propagation record for improvements across teams	Not found	Never checked, and it matters

Ratings are reported to one decimal place throughout, matching the precision the method supports.