For Sales Ops and FP&A
Finance and revenue should not be reconciling two different truths.
Every close, the same exercise: pull the pipeline, pull the ledger, find the gap, chase the gap, explain the gap. The disagreement is rarely about arithmetic. It's about which system was right and when.
The job, before and after
The reconciliation stops being the job.
What the close looks like now
- Pipeline pulled by hand, then reconciled against a ledger that moved since the pull.
- Two teams presenting two numbers, each defensible, neither reconciled.
- Capacity and quota models built in a spreadsheet nobody else can safely edit.
- Commission questions that take a week to answer because the source data is contested.
What it looks like after
- One system of record that finance and revenue both read from.
- The pipeline number carries its own evidence, so the gap conversation is short.
- Capacity and long-range planning run on the same data the forecast does.
- Commission and board reporting stop depending on one person's spreadsheet.
What that takes
One set of facts, and the discipline to keep it that way.
A shared number is not a reporting problem. It's a data-quality and ownership problem that has to be fixed in the system, not in the deck.
- Data quality, diagnosed
- Which fields your close actually depends on, and how often they're empty, stale, or contradicted by the activity on the record.
- One system of record
- Closin reads from your live CRM and writes fixes back into it, so the number finance sees and the number revenue defends come from the same place.
- Planning on real inputs
- Capacity modeling and long-range revenue planning built from your actual conversion rates rather than a benchmark someone found.
- Reporting that doesn't depend on you
- Board prep, commissions, and quarterly reporting run off the system rather than off a spreadsheet with a single owner and no backup.
Who you're working with
An operator who speaks both languages.
The gap between finance and revenue is usually a translation problem wearing a data costume. The embedded operator works in the CRM and in the model, which is what makes it possible to fix the disagreement at the source instead of arbitrating it every quarter.
Questions this role usually asks
How does the diagnosis actually work?
We connect to your Salesforce or HubSpot and read the live system: stages, movement, ownership, data quality. The software surfaces where the number is soft; an operator reads it with you and writes the diagnosis from your real records.
Where does our data live?
In your own tenant. Closin runs on dedicated infrastructure per customer, with no co-mingling across tenants. We read your CRM through a scoped OAuth integration; we never screenshot, scrape, or store credentials outside your CRM's own grant.
Which CRMs do you support?
Salesforce and HubSpot today, with more added every quarter. Our data model is CRM-agnostic; only the OAuth scope and field mapping change per CRM. If your stack isn't supported yet, tell us. The roadmap is buyer-led.
How long until we see something real?
The written diagnosis lands in about two weeks. The first sequenced fixes go to production on your real data within the first quarter.
Less firefighting. More building.
See where your revenue system leaks.
Two weeks inside your CRM, a written read on where the number goes soft, and a plan sequenced by value.