Click any number to adjust it, or drag conversion rate sliders for live updates Tap any stage to adjust its number or conversion rate
A sales funnel calculator works backwards from the deals you need to close to the leads you need at the top. The funnel above is the Sales preset: Leads → Marketing Qualified → Sales Qualified → Discovery Call → Proposal → Negotiation → Closed Won. Set the number of closed-won deals you need this quarter, put honest conversion rates on each stage, and the calculator tells you how many leads that takes — and how much pipeline coverage you are actually carrying.
It also runs forwards. If you know what marketing will deliver, anchor the Leads stage instead and read off the forecast at Closed Won. Editing any stage recomputes the rest in both directions, so the same model answers the planning question ("what do we need?") and the forecasting question ("what will we get?") without a spreadsheet. Everything is free and runs in the browser; nothing is uploaded unless you choose to save or share it. Other pipelines have their own presets: SaaS, e-commerce, recruiting.
There are three honest ways to use a funnel calculator. They look the same but the workflow differs:
For all three, the calculator's 8 presets (Recruiting, Sales, SaaS, E-commerce, Marketing, Fundraising, Support, Product Adoption) give you a labeled starting point — duplicate a preset, rename stages, and tune the rates.
Benchmarks are starting anchors, not targets. Your own data — once you have a few months of it — beats any industry average. The ranges below come from public B2B/B2C reports and are intended to help you sanity-check whether a stage is in the ballpark or is genuinely an outlier.
| Stage transition | Typical range |
|---|---|
| Lead → Marketing Qualified (MQL) | 10–25% |
| MQL → Sales Qualified (SQL) | 30–60% |
| SQL → Discovery call held | 50–70% |
| Discovery → Proposal sent | 40–60% |
| Proposal → Negotiation | 40–60% |
| Negotiation → Closed Won | 50–70% |
| Overall lead → Closed Won | 1–5% |
| Demo → Closed Won (B2B SaaS, inbound) | 15–25% |
If your stage is materially below the bottom of the range, there's a real problem to investigate. If it's near the middle, the stage is performing in line with the industry and you'll get more leverage by improving a stage that's further below. If it's above the top of the range, double-check your tracking — measurement bugs are more common than truly exceptional funnels.
Most funnels fail in predictable ways. These are the four patterns you'll see most often:
Every downstream stage is healthy but the absolute output is too low. Conversion rates won't fix this — you need more leads, more applicants, more sourced candidates, or more traffic. Look upstream at acquisition channels, not at process changes.
One stage early in the funnel drops dramatically below benchmark — typically the first qualification step. This usually means the top-of-funnel sources are not well-matched: the right people aren't applying, demoing, or shopping. Tighten the targeting upstream rather than building more downstream process.
A stage in the middle (typically demo-to-trial, second-interview-to-onsite, or evaluation-to-decision) has a low rate that's also volatile month-to-month. This is usually a process or follow-through problem: handoffs between teams, missing nurture, or slow response time after initial engagement.
The final stage trends downward over multiple quarters. Pricing, competition, or product-market fit drift cause this — not "bad sales execution." When you see this pattern, the conversation belongs at the strategy level, not the rep performance level.
A sales funnel calculator is a tool that models how prospects move through each stage of a sales pipeline — from first touch through closed-won — and lets you work backwards from a revenue target to figure out the volume you need at the top. You set conversion rates per stage; the calculator does the multiplication and division both directions, so editing any stage updates the rest.
This calculator is free, with no signup. If you are pricing a sales funnel more broadly, the cost is mostly software and people, not the model. Funnel-builder and landing-page tools typically run $97–$297 per month; a CRM that tracks stage conversion is $15–$150 per seat per month; agencies that design and run a funnel for you charge $2,000–$10,000 to build and $1,000–$5,000 per month to operate. None of that changes the math — a funnel converts at whatever rate your stages actually convert at, which is what this tool helps you measure and plan against.
End to end, 1–5% of leads becoming closed-won deals is typical for B2B; inbound pipelines with a strong fit sit at the top of that range and cold outbound below it. Stage by stage, expect roughly 10–25% of leads to qualify as MQLs, 30–60% of MQLs to become SQLs, and 50–70% of negotiations to close. A single stage far below these ranges is your bottleneck; a stage far above them usually means the tracking is optimistic.
They are often used interchangeably but mean slightly different things. A sales funnel describes the population-level shape — many prospects at the top narrowing to few at the bottom — and the conversion rates between stages. A sales pipeline describes the specific set of deals currently in progress, weighted by stage probability. The funnel is the model; the pipeline is the inventory.
Three to four times your target is the common rule of thumb, and this calculator shows you where it comes from. If deals in Proposal close 50% of the time and deals in Negotiation 60%, the stage-by-stage rates compound into the coverage ratio you need at each point in the funnel. Enter your own rates and the number at each stage is the coverage you need there — usually higher than 3× early in the funnel and lower than 3× late.
Compare each stage's conversion rate to the benchmark range for that stage and look for the largest gap. Then look at volatility: a stage whose rate swings month to month — commonly Discovery Call to Proposal — points to a process problem such as slow follow-up or unclear qualification, while a stage that is consistently low is the nature of the work. Fix the volatile stage first; it is the one where behaviour, not market, is driving the number.