Opportunity Pipeline

An opportunity represents a commercial relationship being pursued by a healthcare organization. It has a record number and subject, an accountable owner and a counterparty account. The expected close date gives the team a planning horizon; expected value in USD and probability support the pipeline conversation. The Relationship Owner keeps these details aligned with the actual discussion.

New, Qualified, Proposal and Negotiation distinguish open work. Won and Lost record outcomes after review of acceptance or loss evidence. A proposal stage describes the relationship’s progress. Supporting documents can be attached to the opportunity so the Sales Manager can inspect the material behind that stage before deciding whether a later outcome is justified.

• Owner and counterparty. Each opportunity belongs to an organization and names a team member as owner. The counterparty comes from its accounts, keeping responsibility and eligibility connected to the commercial record.
• Evidence of progress. Calls, meetings, email and tasks supply the activity history used during qualification and outcome checks. A change of stage should be understandable from that history and the supporting evidence.
• Reviewed outcomes. The Relationship Owner presents acceptance or loss evidence. An independent Sales Manager reviews the exact revision before the opportunity is marked Won with its won date or Lost with its loss reason.

Agree what qualifies a relationship for proposal work. Use examples the team recognizes, such as a provider partnership whose contact has confirmed the commercial discussion and whose account eligibility has been checked. Decide which supporting activity and attachment the reviewer should inspect at an outcome decision.

Define how the team uses Negotiation and who maintains probability and expected close dates. These are planning decisions, so an overdue expected close date should lead to a review of the record. It should not be treated as evidence that an agreement has been accepted. Keep expected value in USD throughout the process and preserve it when the outcome is recorded.

Start with an opportunity for an occupational health service partnership. The Relationship Owner records a meeting outcome, checks the current revision and qualifies the relationship. They submit the proposal using the same opportunity, then retain the evidence supporting the next commercial decision.

Before closing the case, have another person change the opportunity. The Sales Manager must review the current revision rather than approve the earlier version by memory. Repeat with a loss outcome and confirm that a useful reason is retained. In both cases, the prior expected value and relationship activities should remain available to the Auditor.

• My Opportunities — The Relationship Owner’s assigned work, with its expected close date and counterparty.
• Opportunity Board — Open relationships grouped by stage for a conversation about the next action.
• Outcome Register — Won and Lost relationships with the recorded outcome evidence fields.

Follow qualification and proposals, then customer outcome review. Use reports to separate pipeline expectations from recorded outcomes.