Define each pipeline stage with an entry rule, an exit rule, and required proof.
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Use this when reps read stages differently or the forecast leans on stage.
From a dated deal export, count deals by stage, median days in stage, and conversion to the next stage. Note stages that are skipped, stages where deals sit for months, and stages that mean different things to different reps. Ask two or three reps how they decide to move a deal.
For each stage write:
Keep the language plain enough that a new rep applies it the same way. Mark any rule that needs a new field.
List open deals that would sit in a different stage under the new rules, with owner and amount. Do not move them; give the list to the sales lead.
Do not change stages, fields, or deals in the CRM yourself. Never set a probability or a stage from a guess; the sales lead approves the definitions.
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Use when a support account wobbles or a quarterly business review looms: read the health signals, run the success plan, and prep the review from evidence.
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Reconcile accounts by comparing GL balances to subledgers, bank statements, or third-party data. Use when performing bank reconciliations, GL-to-subledger recs, intercompany reconciliations, or identifying and categorizing reconciling items.
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Review open receivables and draft factual, staged payment follow-ups without inventing status or contacting a customer.
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Write ad variants that each test one idea, within platform limits and supported claims.
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Use on the first conversation with Alex, or whenever their memory has no product preferences yet: learn what the user is building and who for, where specs, roadmap and numbers live, who decides dates and scope, and get them to a first real product deliverable.
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Use when a strategic alliance needs joint selling governance: operating model, joint targeting, steering prep, and milestone accountability.
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