A billion-dollar software company with dozens of product lines had a familiar problem: every team had revenue numbers, and no two teams had the same ones.
The problem
Pipeline lived in Salesforce. Bookings lived in finance systems. ARR calculations lived in spreadsheets maintained by people who had learned not to trust each other's spreadsheets. Marketing attribution lived somewhere else entirely. Board decks took days of manual reconciliation, and forecast conversations spent more time arguing about whose number was right than deciding what to do about it.
The approach
I led a five-person Revenue Intelligence team embedded in Sales Operations, and we made one architectural bet: stop building reports, start building a governed revenue lakehouse that every report has to come from.
- Medallion architecture on Microsoft Fabric. Bronze ingests Salesforce opportunity, account and activity data plus bookings, ARR and marketing sources. Silver standardizes definitions. Gold serves certified semantic models.
- Revenue logic as governed code, not tribal knowledge. Closed-won treatment, order segmentation, renewal classification: written down, versioned, and applied identically everywhere.
- Decomposition as a first-class feature. Every executive dashboard drills from the headline number to the deals, segments and motions that moved it. Leaders see why, not just what.
- Full-funnel coverage. TAM, SAM and SOM market sizing connected through MQL, SQL, pipeline and closed-won revenue, so marketing investment and sales performance reconcile to actual outcomes.
The stack
Microsoft Fabric (Lakehouse, pipelines, semantic models), Power BI, Salesforce, Clari, SQL. AOP, quota, bookings, pipeline and ARR consolidated into one reporting environment for board, CEO, COO and CMO audiences.
The outcome
Forecast accuracy improved about 20%, and reporting cycle times dropped across regions and product lines. The quieter win was cultural: forecast meetings stopped being arguments about the data. With RevOps, Finance and Marketing working from the same governed numbers, the conversation moved to what the business should do next.
Most pipeline visibility problems are not math problems. They are provenance problems. Fix the chain of custody and the trust follows.
What this means for you
If your board deck takes days of reconciliation, the fix is rarely another dashboard. It is a governed platform with revenue logic everyone can audit. That is a buildable thing, and it is faster to build than most teams expect. This is now a service I offer.