Axonaut

Axonaut exposes a broad range of objects for French SMBs: opportunities, quotations, invoices, invoice payments, expenses, projects, tasks, tickets, contracts, employees, and timetrackings. This integration covers the three objects that produce the most attributable performance indicators for sales and finance teams: opportunities for commercial outcomes, quotations for commitment-grade pipeline activity, and invoices for cash collection. Objects such as expenses, projects, and timetrackings were evaluated but not included in this version, as their attribution model or management relevance did not meet the selection criteria. Seven KPIs were retained, selected against three criteria: ability to attribute to an individual employee, resistance to gaming, and balance between leading and lagging indicators.

Commercial outcomes: reading opportunities through paired indicators

Four KPIs cover the opportunity object. Three are lagging indicators of commercial execution; one is the only leading indicator in this block.

Revenue and conversion quality

Revenue Won measures the total amount of closed-won opportunities attributed to each salesperson. Win Rate measures the proportion of opportunities closed as won out of all closed opportunities. These two indicators are designed to be read together: a high Revenue Won figure generated from a small number of large contracts may reflect an idiosyncratic portfolio rather than repeatable performance, whereas a high Win Rate on a low-volume base may indicate over-selectivity at the top of the funnel. The combination surfaces the structure behind the numbers — whether a salesperson wins often or wins big, and whether those two qualities coexist.

Velocity and its relationship to quality

Average Sales Cycle measures the number of days between the creation of an opportunity and its closure as won. This indicator is only meaningful when read alongside Win Rate and Revenue Won. A short cycle combined with a high Win Rate signals efficient qualification. A short cycle combined with a low Win Rate suggests premature progression through stages — opportunities are moved quickly but not convincingly. A long cycle combined with a high Win Rate may reflect the deliberate management of complex, high-value deals. Each configuration carries different management implications; none is interpretable in isolation.

Pipeline Created as a forward signal

Pipeline Created captures the total amount of newly created opportunities during a period. It is a leading indicator: where Revenue Won confirms what has already closed, Pipeline Created anticipates what may close thirty to ninety days forward. This KPI carries a well-documented gaming risk — opportunity creation is a low-friction action, and salespeople under volume pressure can inflate the pipeline with low-quality prospects. For this reason, opportunities created count was excluded from the selection in favor of the amount dimension, which imposes a minimum level of qualification discipline. Pipeline Created is then systematically cross-read with Win Rate: a growing pipeline that does not translate into a sustained Win Rate reveals deteriorating qualification at the entry point.

Commitment activity: quotations as a mid-funnel signal

Quotations Sent measures the total amount of quotations that have reached a sent or accepted status during the period. This indicator occupies a distinct position in the commercial sequence: it sits between pipeline creation and deal closure, and it captures a class of activity that is substantially harder to game than upstream metrics such as calls logged or events created. Producing a quotation requires a structuring effort on both sides — the salesperson must define scope, price, and terms, and the prospect must engage enough to request or receive the document. A high Quotations Sent volume relative to Revenue Won reveals conversion efficiency at the proposal stage. A sustained gap between the two, measured in amount terms, identifies where value is being lost in the final stretch of the sales cycle.

Cash collection: invoices as operational finance indicators

Revenue Collected measures the total amount of invoices for which payment was received during the period. Days Sales Outstanding measures the average delay between invoice issuance and payment. Together, these two indicators track a dimension that commercial KPIs systematically ignore: the point at which revenue becomes cash. Revenue Won confirms a closed deal; Revenue Collected confirms that the deal has actually been settled. The gap between the two, when persistent, signals either a credit risk issue or a structural weakness in payment terms. Days Sales Outstanding translates that gap into an operational metric: an increasing average delay is the earliest quantitative signal of collection difficulty, appearing before individual payment failures become visible in the portfolio. The two KPIs are attributed by the employee responsible for the invoice, typically the salesperson who carried the opportunity, making collection performance a directly manageable dimension of individual commercial activity rather than a purely financial aggregate.

Scope and limits of the integration

Axonaut records commercial and financial transactions but does not measure the quality of the work that produced them. A won opportunity may result from systematic prospecting discipline or from a one-off referral; the API data does not distinguish the two. Quotation amounts reflect what was proposed, not the negotiation dynamics that preceded or followed the document. Invoice payment delays reflect payment behavior but not the causes behind it, which may be contractual, relational, or financial in nature.

The attribution model relies on the employee assigned to each object. Axonaut does not natively expose email addresses on opportunity, quotation, or invoice records; the integration resolves attribution by joining against the employees endpoint. This means that any opportunity, quotation, or invoice without an assigned employee falls outside the measurement perimeter. The reliability of these KPIs depends directly on the discipline with which teams assign owners to records: systematic assignment produces a complete picture; gaps in assignment produce systematic blind spots in individual performance tracking.