Sellsy

Commercial

Seven Sellsy KPIs selected to track commercial pipeline, invoicing performance, and cash collection per salesperson, with the selection criteria made explicit.

Indicator	Object	Type	Formula	Unit
Won Amount Total value of opportunities closed as won.	Opportunity	Lagging	`SUM(amount)`	€
Win Rate Ratio of won opportunities over total closed opportunities.	Opportunity	Lagging	`COUNT_RATIO`	%
Pipeline Created Total value of opportunities created in the period.	Opportunity	Leading	`SUM(amount)`	€
Average Sales Cycle Average number of days from opportunity creation to close (won only).	Opportunity	Lagging	`AVG(cycle_days)`	days
Estimates Sent Amount Total value of estimates sent or accepted in the period.	Estimate	Leading	`SUM(amount)`	€
Invoices Paid Amount Total amount collected from paid invoices in the period.	Invoice	Lagging	`SUM(paid_amount)`	€
Days Sales Outstanding Average number of days between invoice issuance and payment.	Invoice	Lagging	`AVG(dso_days)`	days

Sellsy exposes a broad set of objects: opportunities, companies, contacts, invoices, estimates, payments, expenses, projects, tasks, and staff. This integration covers three objects that carry the most direct commercial performance signal: opportunities for pipeline and closing outcomes, estimates for pre-contract commitment activity, and invoices for cash collection. Contacts and companies were excluded because they relate to segmentation rather than performance management. Seven KPIs were retained, selected against three criteria: ability to attribute to an owner via the assigned staff field, resistance to gaming, and balance between leading and lagging indicators.

Commercial performance: reading opportunities through paired indicators

Four KPIs are drawn from the opportunity object, covering two distinct management dimensions: outcomes and velocity.

Outcomes: Won Amount and Win Rate

Won Amount measures the total value of closed-won opportunities per salesperson. Win Rate measures the share of closed opportunities that were won. These two indicators are deliberately paired to neutralize a well-known gaming risk: a salesperson who focuses exclusively on large, low-probability deals can maintain a high Won Amount in a given period through selective effort, while Win Rate exposes the structural quality of their conversion process. The inverse pattern is equally informative — a high Win Rate concentrated on small-value deals reveals qualification choices that constrain revenue growth regardless of closing discipline. Reading Won Amount without Win Rate produces an incomplete picture of commercial performance; reading Win Rate without Won Amount obscures the strategic significance of each deal.

Velocity: Pipeline Created and Average Sales Cycle

Pipeline Created is the only leading indicator in the opportunity block. It measures the total value of opportunities opened during the period and anticipates future closing activity where Won Amount confirms past activity. This KPI carries a gaming risk: pipeline creation is unconstrained, and a team under pressure can open inflated opportunities to meet a volume target. The Average Sales Cycle acts as its natural counterweight — an artificially inflated pipeline filled with poorly qualified opportunities translates, within one or two cycles, into a degradation of Win Rate and an extension of Average Sales Cycle. Tracking the two together gives pipeline creation an empirical discipline it would not otherwise carry.

Pre-contract commitment: Estimates Sent Amount as a leading signal

Estimates Sent Amount measures the total value of commercial proposals in sent or accepted status during the period. In the Sellsy workflow, an estimate represents a formal commitment step between pipeline creation and contract signature. Unlike opportunity creation, estimate submission requires a structured document exchanged with a prospect, which makes it substantially more resistant to volume gaming than simple opportunity counts. This indicator is most useful as a leading measure of activity: an increase in Estimates Sent Amount generally precedes a corresponding increase in Won Amount within the average sales cycle. The gap between these two figures at a given point in time provides a rough measure of the conversion loss at the proposal stage, which is a distinct and strategically meaningful dimension from the opportunity-level Win Rate.

Cash collection: invoicing as a financial performance layer

Invoices Paid Amount measures the total cash collected per staff member during the period. Days Sales Outstanding measures the average delay between invoice issuance and payment. These two indicators operate at a different management level than the opportunity KPIs: they reflect the financial outcome of commercial activity, not its pipeline dynamics. Invoices Paid Amount is not a proxy for Won Amount — the two diverge whenever payment terms are long, when disputes arise, or when invoicing is handled centrally rather than by the originating salesperson. The gap between Won Amount and Invoices Paid Amount, when persistent, signals a structural collection problem that pipeline performance reviews alone will not surface. Days Sales Outstanding extends this reading: a high DSO for a given salesperson may indicate clients with systematically delayed payment behavior, or may reflect a structural weakness in the contract terms negotiated at closing. Read together, the two invoicing KPIs provide a financial quality dimension on top of the commercial volume dimension.

Scope and limits of the integration

Sellsy records structured commercial transactions — opportunities, estimates, invoices — but does not capture the quality of the commercial relationship that produced them. A high Won Amount may reflect outstanding sales execution or a favorable market context; the API data does not distinguish between the two. Loss reasons and deal notes, when they exist, are captured in free-text fields that do not support reliable statistical analysis at scale.

More broadly, Sellsy measures only what is entered into it. Commercial contacts managed through email, phone, or external channels outside the platform remain invisible. The reliability of all seven KPIs depends directly on the team's data-entry discipline: systematic use of opportunity stages, consistent estimate creation before closing, and rigorous invoice assignment to the originating staff member are necessary conditions for these indicators to reflect actual performance rather than recording behavior.