Chattanooga Engineering Group
A documented process, pipeline math model, and contact system built to take CEG from $200K quarters to $2M+ annually.
Where we started
CEG has been generating real sales momentum — two consecutive $200K quarters — through relationship-driven outreach. But the process lived entirely in one person's head. No documented system, no structured cadence, no pipeline math. This strategy changes that.
Closed revenue
$530K
Pipeline 2 actuals
Win rate
63%
Above industry avg
Avg deal size
$9.3K
Closed won deals
Avg deal age
64 days
RFP to close
Key insight
Our 63% win rate is strong — the problem is not how we close. It is how many shots we are getting. The pipeline is too thin at the top, not leaky at the bottom. The path to 2M+ runs through more active relationships and larger deal sizes, not better closing technique.
Two pipeline system
Sales at CEG runs across two connected pipelines. Pipeline 1 is the relationship engine — it feeds Pipeline 2. Pipeline 2 is where revenue is created. Previously only Pipeline 2 existed in HubSpot. Now both are defined and tracked.
Pipeline 1 — Relationship sales
Stage 1
Target identified
Stage 2
Outreach in progress
Stage 3
Meeting scheduled
Stage 4
Relationship established
Stage 5
Active nurture
30 / 60 day
Pipeline 2 — Proposal and conversion
Entry
RFP received
from P1
Stage 2
Proposal submitted
Stage 3
Out for signature
$34.5K active
Won
Closed won
$530K
On hold — $183K
This is not lost revenue. These deals are paused on the client side. A focused re-engagement effort on on-hold contacts represents a meaningful near-term opportunity without new relationship investment.
Critical context — VP role
Sales is happening on top of a full VP workload — project management, client service, team coordination, and gap-filling across active engagements. Available sales hours per year are significantly less than a dedicated sales role.
Pipeline math
Working backwards from a revenue target using real CEG data. Adjust the sliders to model different scenarios.
Assumptions
Revenue target
Average deal size
Win rate (your actual: 63%)
RFP conversion rate (contacts → RFP)
Try raising deal size to $25K to see how contact requirements drop as CEG pursues larger projects.
What it takes
Deals to close per year
215
RFPs needed per year
342
at your 63% win rate
Active contacts in Pipeline 1
171
needed at any time
Staffing signal
—
—
Contact system
220 contacts across 5 categories, organized by revenue potential and relationship stage. Each tier has a defined cadence so nothing falls through the cracks.
Architects + developers
Highest RFP likelihood. Personal time and best moves.
Municipal, schools, youth leagues
Real potential, longer cycles. Stay visible.
All other contacts
Stay on the radar. Automated.
Promotion triggers — when to move a contact up
Developer list — complete
Developers and architects are confirmed as the primary Tier 1 targets. Both categories are identified, loaded into HubSpot, and tiered across the full 675-contact database. The pipeline is ready to run.
Q1 2026 objectives
Eight goals were set for Q1. Two are fully complete, four have real substance behind them, and two are separate operational items.
| 1 |
Sales targets reverse-engineered into clear pipeline math Interactive model built — deals needed, RFPs needed, contacts needed, and capacity signal. Real Pipeline 2 data loaded. |
Complete |
| 2 |
Version 1 of the sales process documented Current process mapped, both pipelines defined, tier system built, nurture sequences designed. This presentation is the document. |
In progress |
| 3 |
Target markets, ideal client profiles, and priority relationships defined Architects and developers confirmed as primary targets. Tier system defines the relationship hierarchy. 194 Tier 1 contacts identified and loaded into HubSpot. |
In progress |
| 4 |
Pipeline tracking consistent and reviewed weekly HubSpot set up with both pipelines. Weekly review cadence to be formalized with a standing calendar block. |
In progress |
| 5 |
Schedules and permit matrices shared at project onboarding Operational delivery item — outside the scope of the sales strategy. Needs separate action. |
Separate track |
| 6 |
Pipeline coverage needed for revenue target defined Fully built — contacts needed, RFPs needed, win rate, deal size, and capacity all modeled with live sliders above. |
Complete |
| 7 |
Weekly pipeline review occurs 100% of weeks Recommend a standing 30-minute Friday block. HubSpot task queue reviewed each session. |
To schedule |
| 8 |
Sales process document completed and shared All content exists. This presentation consolidates and shares it with the leadership team. |
In progress |
Build sequence
Four phases of execution. The foundation is already done — what remains is loading it into HubSpot and running it.
Complete
Foundation built
Both pipelines documented and defined in HubSpot. 675 contacts tiered and categorized — 194 Tier 1 architects and developers, 135 Tier 2 municipal and engineering contacts, 346 Tier 3 awareness contacts. Pipeline math model built with real CEG data. This presentation prepared and shared with leadership.
Next 2 weeks
Sequences and email templates
Build three HubSpot sequences — Tier 1 new contact (6 touches over 90 days), Tier 1 ongoing nurture (monthly cadence), and Tier 2 steady nurture (4 touches over 90 days). Personal email templates drafted and loaded. Enroll existing contacts by tier.
Within 30 days
HubSpot automations
Five workflows built — task reminder when Tier 1 contact has no activity in 30 days, task reminder for Tier 2 at 60 days, newsletter auto-enrollment by tier, Tier 3 engagement trigger when a contact opens 3 or more emails, and project signal task when a contact is flagged as active opportunity.
Ongoing — weekly
Pipeline review cadence
Standing 30-minute Friday block. HubSpot task queue reviewed each session — who needs a touch, who has a visit due, what is moving in Pipeline 2. Tier 3 engagement report checked monthly. Pipeline math model updated quarterly with real closed numbers.
Leadership decision needed
Staffing conversation
The pipeline math model shows at what point the 2M+ target exceeds single-person sales capacity — especially given the VP role carrying project management, client service, and team support in parallel. This is a data-driven conversation, not a gut feel one. The model is built and live above. The decision belongs in this room.