Lead Scoring Model

Lead Scoring Model Builder

Build a data-driven, custom lead scoring model calibrated to actual win/loss history, not generic best practices. Act as a revenue operations analyst and data scientist: every point value must trace to a correlation in the data, and the model must be simple enough that reps actually use it.

Contents

• references/inputs.md — required, recommended, and optional inputs; the six-step analysis process; batch scoring mode; best practices; trigger phrases and example.
• references/output-template.md — the full lead-scoring-model.md structure to generate (Sections 1-8, tables, confusion matrix, histogram).

Core Principles

• Data over intuition. Trace every point value to a measured lift. If data is insufficient for a dimension, state so explicitly rather than fabricating weights.
• Simplicity over complexity. Keep total dimensions to 20-30 signals maximum. A model reps use beats a perfect model they ignore.
• Continuous calibration. Build validation and recalibration methodology in from day one; every model degrades over time.
• No vanity scores. The model exists to prioritize rep time. If the score does not change rep behavior, it is not useful.

Workflow

1. Gather inputs. Request ICP definition, historical win/loss data (50+ closed deals minimum, 200+ preferred), and a CRM export of current leads. Accept whatever subset is available and note gaps and their accuracy impact. See references/inputs.md for the full input checklist. 2. Run the analysis process. Execute the six steps in order: data audit, win/loss pattern analysis, dimension construction, threshold calibration, validation, and implementation planning. Do not skip steps. See references/inputs.md for the detailed procedure. 3. Build the four-dimension model. Construct Firmographic Fit, Behavioral Signals, Engagement Depth, and Intent Indicators, plus negative signals. Assign point values proportional to measured lift and cap each dimension so no single factor dominates. 4. Calibrate thresholds. Plot won vs. lost score distributions, find the separation point, and define Hot/Warm/Cool/Cold tiers with expected conversion rates, SLAs, and volumes. Keep Hot small enough to work fully; keep Cold large enough to save rep time. 5. Validate. Hold out 20-30% of historical data, score it, and report precision, recall, F1, AUC-ROC, and a confusion matrix. Analyze false positives and false negatives and iterate. 6. Generate the deliverable. Write lead-scoring-model.md following references/output-template.md. Fill every placeholder with data-derived values. Include Section 7 only when a batch of current leads was provided. 7. Score current leads (when provided). Load the model, map fields, score each lead, assign tiers, and produce the Section 7 tables ranked by score with recommended actions. See the Batch Scoring Mode in references/inputs.md.

Guardrails

• Refuse to build a model on intuition alone. Without historical win/loss data, help the user set up tracking first and revisit in 90 days.
• Show the lift calculation behind every point value.
• Start conservative: under-scoring a few Hot leads beats drowning reps in false positives.
• Never include a signal the CRM cannot reliably capture.
• Insist on holdout validation before any model goes live.

Inputs and Analysis Process

Inputs

Request the following inputs. Work with whatever subset is available, but note gaps and their impact on model accuracy.

Required Inputs

1. ICP Definition: Target company profile (industry, size, geography, tech stack, budget range, use case) 2. Historical Win/Loss Data: Closed-won and closed-lost deals from the last 12-24 months. Minimum 50 closed deals for statistical relevance; 200+ preferred. Fields needed:

• Company name, industry, employee count, revenue range
• Lead source, initial engagement type
• Deal size, sales cycle length, outcome (won/lost)
• Loss reason (if lost)
• Number of touches, stakeholders involved

3. CRM Export of Current Leads/Opportunities: The leads to be scored or the pipeline to validate the model against

Highly Recommended Inputs

4. Engagement Data: Email opens, click rates, content downloads, webinar attendance, website visits, demo requests 5. Firmographic Enrichment: Tech stack data, funding history, hiring signals, growth rate 6. Sales Activity Logs: Call notes, meeting counts, response times, multi-threading depth

Optional Inputs

7. Marketing Attribution Data: First touch, last touch, multi-touch attribution 8. Intent Data: Third-party intent signals (Bombora, G2, TrustRadius searches) 9. Competitive Intelligence: Which competitors appeared in won vs. lost deals

Analysis Process

Follow this sequence rigorously. Do not skip steps.

Step 1: Data Audit

• Inventory all fields available across the provided data
• Identify missing fields and their impact on model completeness
• Check data quality: completeness rates, obvious errors, duplicates
• Flag any survivorship bias (e.g., only seeing leads that made it to opportunity stage)
• Determine sample size adequacy for each dimension
• Document data limitations clearly

Step 2: Win/Loss Pattern Analysis

• Calculate base conversion rate (closed-won / total closed)
• For each candidate attribute, calculate:
• Conversion rate when attribute is present vs. absent
• Lift over base rate (the core metric for assigning points)
• Statistical significance (chi-square or proportion z-test)
• Sample size for this attribute
• Rank all attributes by predictive power (lift x statistical confidence)
• Identify interaction effects (e.g., "enterprise + inbound" converts 3x better than either alone)
• Document which attributes do NOT correlate with winning (these are often surprising)

Step 3: Dimension Construction

• Group correlated attributes into scoring dimensions:
• Firmographic Fit: Company characteristics that match ICP
• Behavioral Signals: Actions the lead has taken
• Engagement Depth: Frequency and recency of interactions
• Intent Indicators: Signals of active buying process
• Negative Signals: Attributes that correlate with losing (subtract points)
• Assign point values proportional to measured lift
• Ensure dimensions are not double-counting the same underlying signal
• Set maximum points per dimension to prevent any single factor from dominating

Step 4: Threshold Calibration

• Plot score distribution for historical won deals and lost deals
• Find the score thresholds that maximize separation between won and lost
• Define buckets: Hot, Warm, Cool, Cold
• For each bucket, calculate:
• Expected conversion rate
• Recommended SLA (response time, channel, rep tier)
• Volume (what percentage of leads fall in each bucket)
• Ensure Hot bucket is small enough that reps can actually work every lead in it
• Ensure Cold bucket is large enough to meaningfully reduce wasted rep time

Step 5: Validation

• Hold out 20-30% of historical data for validation (do not use for model building)
• Score holdout deals with the model
• Calculate accuracy metrics: precision, recall, F1 for each threshold
• Compare model ranking to actual outcomes
• Identify false positives (high score, lost deal) and false negatives (low score, won deal)
• Analyze what the model missed in each case
• Iterate if validation reveals problems

Step 6: Implementation Planning

• Map each scoring signal to a specific CRM field
• Define automation rules (lead assignment, alerts, stage changes)
• Specify data collection requirements for signals not currently tracked
• Create rep-facing documentation (what the score means, how to use it)
• Define recalibration schedule and process

Batch Scoring Mode

When the user provides a CSV or list of current leads and asks to score them against an existing model:

1. Load the Model: Read the lead-scoring-model.md file to get current point values and thresholds. 2. Map Fields: Match the lead data fields to scoring signals. Note any unmappable fields. 3. Score Each Lead: Apply point values for each dimension. Calculate dimension subtotals and total. 4. Assign Tiers: Apply threshold definitions to assign Hot/Warm/Cool/Cold. 5. Generate Output: Produce the Section 7 tables (see output-template.md) with all scored leads ranked by total score. 6. Flag Gaps: For each lead, note which scoring signals could not be evaluated due to missing data and the potential score impact. 7. Recommend Actions: For Hot and Warm leads, provide specific next steps. For Cool leads, specify which nurture track. For Cold leads, recommend deprioritize or remove.

Best Practices

1. Demand Data: Do not build a scoring model on vibes. If the user lacks historical win/loss data, help them set up tracking first and revisit in 90 days. 2. Show Your Work: Every point value should have a visible rationale. If a signal gets 15 points, surface the underlying lift calculation. 3. Start Conservative: It is better to under-score and miss a few Hot leads than to over-score and drown reps in false positives. Reps lose trust fast. 4. Test Before Deploying: Always insist on holdout validation before the model goes live. No exceptions. 5. Plan for Decay: Markets change, products evolve, buyer behavior shifts. A model built today will be wrong in 6 months without recalibration. 6. Keep It Implementable: If a signal cannot be reliably captured in the CRM, it does not belong in the model. Theoretical accuracy is worthless without operational data. 7. Align With Sales: The model must make sense to reps. If a rep looks at a "Hot" lead and says "this is obviously not a real opportunity," the model has a credibility problem regardless of what the math says.

Trigger Phrases and Example

Trigger Phrases:

• "Build a lead scoring model for my business"
• "Score these leads against our ICP"
• "Which of my leads should I prioritize?"
• "Our lead scoring is broken, help me fix it"
• "Create a scoring rubric for our sales team"
• "Analyze our win/loss data to find patterns"

Example Request:

"We sell HR software to mid-market companies (200-2000 employees). I have a CSV of 180 closed deals from the last year -- 62 won, 118 lost. I also have 340 current leads I need to prioritize. Build me a scoring model and then score the current leads."

The goal is not a perfect model. The goal is a model that is materially better than whatever the team is doing today -- even if "today" is just gut feel -- and that improves over time through disciplined recalibration.

Output Template: lead-scoring-model.md

Generate a file called lead-scoring-model.md using the structure below. Fill every bracketed placeholder with data-derived values. Omit Section 7 unless a batch of current leads was provided.

# Lead Scoring Model: [Company/Product Name]

**Model Version**: 1.0
**Built**: [Date]
**Data Basis**: [X] closed-won deals, [X] closed-lost deals, [Date Range]
**Base Conversion Rate**: [X]% (closed-won / total closed deals analyzed)
**Model Confidence**: [High/Medium/Low] -- [Explanation based on data quality and sample size]
**Next Recalibration**: [Date, typically 90 days out]

---

## Executive Summary

[2-3 paragraph summary: what the model does, what data it is built on, the key finding
(e.g., "The single strongest predictor of a closed-won deal is X, which increases
conversion probability by Y%. The model assigns leads to four tiers -- Hot, Warm, Cool,
Cold -- with expected conversion rates of A%, B%, C%, D% respectively. Implementing this
model is projected to increase rep efficiency by Z% by focusing effort on the top two
tiers, which contain N% of eventual wins.")]

---

## Section 1: Data Foundation

### 1.1 Data Sources Analyzed

| Source | Records | Date Range | Completeness | Key Fields Used |
|--------|---------|------------|--------------|-----------------|
| CRM Closed Deals | [X] | [Range] | [X]% complete | [Fields] |
| Marketing Automation | [X] | [Range] | [X]% complete | [Fields] |
| Engagement Data | [X] | [Range] | [X]% complete | [Fields] |
| Enrichment Data | [X] | [Range] | [X]% complete | [Fields] |

### 1.2 Data Quality Notes

- [Note 1: e.g., "Loss reason field is only populated for 60% of closed-lost deals"]
- [Note 2: e.g., "Employee count is missing for 15% of records; imputed from industry median"]
- [Note 3: e.g., "Engagement data only available for last 8 months"]

### 1.3 Known Limitations

- [Limitation 1: e.g., "Model is trained on deals that reached opportunity stage; does not account for leads that never converted to opportunity"]
- [Limitation 2: e.g., "Sample size for enterprise segment (500+ employees) is only 18 deals; firmographic scoring for this segment has lower confidence"]
- [Limitation 3: e.g., "Intent data was not available; adding this dimension in v2 is recommended"]

---

## Section 2: Win/Loss Pattern Analysis

### 2.1 Top Predictive Attributes (Ranked by Lift)

| Rank | Attribute | Win Rate When Present | Win Rate When Absent | Lift | Sample Size | Confidence |
|------|-----------|----------------------|---------------------|------|-------------|------------|
| 1 | [Attribute] | [X]% | [X]% | [X]x | [N] deals | [High/Med/Low] |
| 2 | [Attribute] | [X]% | [X]% | [X]x | [N] deals | [High/Med/Low] |
| 3 | [Attribute] | [X]% | [X]% | [X]x | [N] deals | [High/Med/Low] |
| ... | ... | ... | ... | ... | ... | ... |

### 2.2 Attributes That Do NOT Predict Winning

These attributes are commonly assumed to matter but showed no statistical correlation with deal outcomes in the data:

| Attribute | Win Rate When Present | Win Rate When Absent | Lift | Note |
|-----------|----------------------|---------------------|------|------|
| [Attribute] | [X]% | [X]% | [~1.0x] | [e.g., "Company size above 1000 does not improve win rate"] |
| [Attribute] | [X]% | [X]% | [~1.0x] | [e.g., "LinkedIn connection to champion had no measurable effect"] |

### 2.3 Interaction Effects

| Combination | Win Rate | Individual Rates | Interaction Lift | Note |
|-------------|----------|-----------------|------------------|------|
| [Attr A] + [Attr B] | [X]% | A: [X]%, B: [X]% | [X]x vs. sum | [Explanation] |
| [Attr C] + [Attr D] | [X]% | C: [X]%, D: [X]% | [X]x vs. sum | [Explanation] |

### 2.4 Loss Reason Analysis

| Loss Reason | Frequency | Avg Score at Loss | Pattern |
|-------------|-----------|-------------------|---------|
| [Reason 1] | [X]% of losses | [X] points | [e.g., "These deals typically had high firmographic fit but zero engagement signals"] |
| [Reason 2] | [X]% of losses | [X] points | [Pattern] |
| [Reason 3] | [X]% of losses | [X] points | [Pattern] |
| No Decision / Status Quo | [X]% of losses | [X] points | [Pattern] |

---

## Section 3: Scoring Model

### 3.0 Score Range and Structure

- **Total Possible Points**: [X] (positive signals) to [X] (with negative signals applied)
- **Maximum Positive Score**: [X] points
- **Maximum Negative Deductions**: [X] points
- **Effective Range**: [X] to [X]

### 3.1 Dimension 1: Firmographic Fit (0 to [X] points max)

Measures how closely the lead's company profile matches the Ideal Customer Profile. Based on analysis of [N] closed deals.

| Signal | Points | Criteria | Data Source | Lift Basis |
|--------|--------|----------|-------------|------------|
| **Industry Match** | | | | |
| -- Tier 1 industry (exact ICP match) | +[X] | [List industries] | CRM Industry field | [X]x lift over base |
| -- Tier 2 industry (adjacent) | +[X] | [List industries] | CRM Industry field | [X]x lift |
| -- Non-target industry | 0 | All others | CRM Industry field | Baseline |
| -- Historically poor-fit industry | -[X] | [List industries] | CRM Industry field | [X]x below base |
| **Company Size** | | | | |
| -- Sweet spot ([X]-[X] employees) | +[X] | Employee count in range | CRM / Enrichment | [X]x lift |
| -- Adjacent range ([X]-[X]) | +[X] | Employee count in range | CRM / Enrichment | [X]x lift |
| -- Too small (<[X]) | 0 | Below threshold | CRM / Enrichment | [X]x below base |
| -- Too large (>[X]) | 0 or -[X] | Above threshold | CRM / Enrichment | [Depends on data] |
| **Revenue Range** | | | | |
| -- Target range ($[X]-$[X]) | +[X] | Annual revenue in range | Enrichment | [X]x lift |
| -- Below target | 0 | Below range | Enrichment | Baseline |
| **Geography** | | | | |
| -- Primary market | +[X] | [Regions/countries] | CRM | [X]x lift |
| -- Secondary market | +[X] | [Regions/countries] | CRM | [X]x lift |
| -- Non-target geography | 0 | All others | CRM | Baseline |
| **Technology Stack** | | | | |
| -- Uses [key technology] | +[X] | Detected in tech stack | Enrichment | [X]x lift |
| -- Uses [complementary tech] | +[X] | Detected in tech stack | Enrichment | [X]x lift |
| -- Uses [competing solution] | -[X] | Detected in tech stack | Enrichment | [X]x below base |
| **Funding / Growth** | | | | |
| -- Recent funding round | +[X] | Funding in last [X] months | Enrichment | [X]x lift |
| -- Hiring in relevant roles | +[X] | Job postings detected | Enrichment | [X]x lift |

**Firmographic Dimension Max**: [X] points
**Average score for closed-won deals**: [X] points
**Average score for closed-lost deals**: [X] points

---

### 3.2 Dimension 2: Behavioral Signals (0 to [X] points max)

Measures specific actions the lead has taken that indicate buying intent. These are binary or threshold-based: the lead either did or did not take the action.

| Signal | Points | Criteria | Data Source | Lift Basis |
|--------|--------|----------|-------------|------------|
| **High-Intent Actions** | | | | |
| -- Requested demo/trial | +[X] | Demo form submitted | Marketing automation | [X]x lift |
| -- Requested pricing | +[X] | Pricing page form or inquiry | Marketing automation | [X]x lift |
| -- Attended live event/webinar | +[X] | Event registration + attendance | Marketing automation | [X]x lift |
| -- Downloaded comparison/ROI content | +[X] | Specific asset download | Marketing automation | [X]x lift |
| **Medium-Intent Actions** | | | | |
| -- Downloaded educational content | +[X] | Whitepaper, ebook, guide | Marketing automation | [X]x lift |
| -- Visited product pages ([X]+ times) | +[X] | Page view threshold | Web analytics | [X]x lift |
| -- Visited case study pages | +[X] | Case study page views | Web analytics | [X]x lift |
| -- Signed up for newsletter/blog | +[X] | Subscription event | Marketing automation | [X]x lift |
| **Low-Intent Actions** | | | | |
| -- Visited website (any page) | +[X] | Any tracked visit | Web analytics | [X]x lift |
| -- Opened marketing email | +[X] | Email open tracked | Marketing automation | [X]x lift |
| **Negative Behavioral Signals** | | | | |
| -- Unsubscribed from emails | -[X] | Unsubscribe event | Marketing automation | [X]x below base |
| -- Visited careers page only | -[X] | Careers page as primary | Web analytics | Indicates job seeker, not buyer |
| -- Competitor employee | -[X] | Identified as competitor | Enrichment | Not a real prospect |

**Behavioral Dimension Max**: [X] points
**Average score for closed-won deals**: [X] points
**Average score for closed-lost deals**: [X] points

---

### 3.3 Dimension 3: Engagement Depth (0 to [X] points max)

Measures the frequency, recency, and breadth of engagement. Unlike behavioral signals (which are event-based), engagement depth measures patterns over time.

| Signal | Points | Criteria | Data Source | Lift Basis |
|--------|--------|----------|-------------|------------|
| **Recency** | | | | |
| -- Active in last 7 days | +[X] | Any tracked activity | CRM + Marketing | [X]x lift |
| -- Active in last 14 days | +[X] | Any tracked activity | CRM + Marketing | [X]x lift |
| -- Active in last 30 days | +[X] | Any tracked activity | CRM + Marketing | [X]x lift |
| -- No activity in 30+ days | -[X] | No tracked activity | CRM + Marketing | [X]x below base |
| **Frequency** | | | | |
| -- [X]+ interactions in last 30 days | +[X] | Interaction count threshold | CRM activity log | [X]x lift |
| -- [X]-[X] interactions in last 30 days | +[X] | Interaction count range | CRM activity log | [X]x lift |
| -- 1-[X] interactions in last 30 days | +[X] | Interaction count range | CRM activity log | [X]x lift |
| **Breadth (Multi-Threading)** | | | | |
| -- [X]+ contacts engaged at account | +[X] | Distinct contacts with activity | CRM | [X]x lift |
| -- 2-[X] contacts engaged at account | +[X] | Distinct contacts with activity | CRM | [X]x lift |
| -- Single contact only | 0 | Only 1 contact at account | CRM | Baseline |
| **Response Quality** | | | | |
| -- Replied to sales outreach | +[X] | Email reply detected | CRM | [X]x lift |
| -- Booked a meeting | +[X] | Meeting scheduled | CRM | [X]x lift |
| -- Introduced additional stakeholders | +[X] | New contacts added by lead | CRM | [X]x lift |

**Engagement Dimension Max**: [X] points
**Average score for closed-won deals**: [X] points
**Average score for closed-lost deals**: [X] points

---

### 3.4 Dimension 4: Intent Indicators (0 to [X] points max)

Measures external signals that the company is in an active buying process. These signals come from third-party data or observable market behavior.

| Signal | Points | Criteria | Data Source | Lift Basis |
|--------|--------|----------|-------------|------------|
| **Third-Party Intent** | | | | |
| -- Researching your category | +[X] | Intent topic surge detected | Bombora / G2 / similar | [X]x lift |
| -- Researching competitors | +[X] | Competitor topic surge | Bombora / G2 / similar | [X]x lift |
| -- Reviewed your product on G2/Capterra | +[X] | Review site activity | G2 / Capterra | [X]x lift |
| **Organizational Signals** | | | | |
| -- New executive hire in relevant role | +[X] | Leadership change detected | LinkedIn / Enrichment | [X]x lift |
| -- Posted job for role that uses your product | +[X] | Job posting detected | Job board data | [X]x lift |
| -- Regulatory or compliance change | +[X] | Industry event relevant | News / Enrichment | [X]x lift |
| **Timing Signals** | | | | |
| -- Contract renewal period for competitor | +[X] | Known or inferred renewal window | Intel / CRM notes | [X]x lift |
| -- Budget cycle alignment | +[X] | Fiscal year / budget season | Enrichment | [X]x lift |
| -- Announced relevant initiative | +[X] | Press release / earnings call | News monitoring | [X]x lift |
| **Negative Intent Signals** | | | | |
| -- Recently purchased competitor | -[X] | Known competitor deal | Intel | Unlikely to switch soon |
| -- Announced hiring freeze or layoffs | -[X] | News / layoff tracker | News monitoring | Budget risk |
| -- Publicly stated different strategic direction | -[X] | Press / earnings | News monitoring | Misaligned priorities |

**Intent Dimension Max**: [X] points
**Average score for closed-won deals**: [X] points
**Average score for closed-lost deals**: [X] points

---

### 3.5 Negative Scoring (Deductions Summary)

All negative signals consolidated for reference. These are already included in the dimension tables above but collected here for implementation clarity.

| Signal | Deduction | Dimension | Rationale |
|--------|-----------|-----------|-----------|
| [Signal 1] | -[X] | Firmographic | [Reason] |
| [Signal 2] | -[X] | Firmographic | [Reason] |
| [Signal 3] | -[X] | Behavioral | [Reason] |
| [Signal 4] | -[X] | Engagement | [Reason] |
| [Signal 5] | -[X] | Intent | [Reason] |
| **Max Total Deduction** | **-[X]** | | |

---

## Section 4: Threshold Definitions

### 4.1 Score Distribution Analysis

**Historical Score Distribution for Closed-Won Deals**:
- Minimum score: [X]
- 25th percentile: [X]
- Median score: [X]
- 75th percentile: [X]
- Maximum score: [X]

**Historical Score Distribution for Closed-Lost Deals**:
- Minimum score: [X]
- 25th percentile: [X]
- Median score: [X]
- 75th percentile: [X]
- Maximum score: [X]

**Separation Point**: The score at which closed-won and closed-lost distributions diverge most clearly is [X] points.

### 4.2 Tier Definitions

| Tier | Score Range | Expected Conversion Rate | % of Leads in Tier | Response SLA | Recommended Action |
|------|------------|------------------------|--------------------|--------------|--------------------|
| **HOT** | [X]+ points | [X]% | [X]% | Call within 1 hour | Immediate personal outreach from senior rep. Multi-channel: call + email + LinkedIn. Book meeting on first touch. Assign to top-performing rep or account exec. |
| **WARM** | [X]-[X] points | [X]% | [X]% | Call within 4 hours | Personal outreach from assigned rep. Phone + email sequence. Prioritize over net-new prospecting. Schedule demo within 48 hours. |
| **COOL** | [X]-[X] points | [X]% | [X]% | Email within 24 hours | Automated nurture sequence with rep-personalized touches. Monthly check-in call. Invite to events and webinars. Re-score weekly for tier changes. |
| **COLD** | Below [X] points | [X]% | [X]% | Automated nurture only | Marketing-owned. Drip campaigns only. No rep time unless score changes. Quarterly re-evaluation for ICP fit. Consider removing from active pipeline. |

### 4.3 Tier Transition Rules

**Upgrade Triggers** (move lead to higher tier):
- Score increases by [X]+ points in a single week
- Lead takes a high-intent action (demo request, pricing inquiry)
- New stakeholder from the account engages
- Intent signal detected (topic surge, job posting)

**Downgrade Triggers** (move lead to lower tier):
- No activity for [X]+ days
- Contact unsubscribes or bounces
- Company announces layoffs or hiring freeze
- Competitive deal detected at the account
- Lead explicitly declines interest

**Re-Scoring Frequency**:
- Hot leads: Re-score daily
- Warm leads: Re-score every 3 days
- Cool leads: Re-score weekly
- Cold leads: Re-score monthly

### 4.4 Volume and Capacity Validation

The thresholds above should produce the following approximate volumes. If actual volumes deviate significantly, adjust thresholds.

| Tier | Target % of Leads | Expected Monthly Volume | Rep Capacity Required |
|------|-------------------|------------------------|-----------------------|
| Hot | [X]-[X]% | [X] leads/month | [X] rep-hours/month |
| Warm | [X]-[X]% | [X] leads/month | [X] rep-hours/month |
| Cool | [X]-[X]% | [X] leads/month | [X] rep-hours/month (automated) |
| Cold | [X]-[X]% | [X] leads/month | 0 rep-hours (marketing only) |

**Capacity Check**: Total rep-hours required for Hot + Warm tiers should not exceed [X]% of available rep capacity. If it does, raise the Hot threshold or increase headcount.

---

## Section 5: CRM Implementation Guide

### 5.1 Required CRM Fields

Create the following custom fields in the CRM:

| Field Name | Field Type | Location | Purpose |
|------------|-----------|----------|---------|
| `Lead_Score_Total` | Number (integer) | Lead/Contact record | Total composite score |
| `Lead_Score_Firmographic` | Number (integer) | Lead/Contact record | Firmographic dimension subtotal |
| `Lead_Score_Behavioral` | Number (integer) | Lead/Contact record | Behavioral dimension subtotal |
| `Lead_Score_Engagement` | Number (integer) | Lead/Contact record | Engagement dimension subtotal |
| `Lead_Score_Intent` | Number (integer) | Lead/Contact record | Intent dimension subtotal |
| `Lead_Score_Tier` | Picklist (Hot/Warm/Cool/Cold) | Lead/Contact record | Current tier assignment |
| `Lead_Score_Last_Calculated` | DateTime | Lead/Contact record | Timestamp of last score calculation |
| `Lead_Score_Trend` | Picklist (Rising/Stable/Falling) | Lead/Contact record | Score direction over last 14 days |
| `Lead_Score_Version` | Text | Lead/Contact record | Model version (for recalibration tracking) |

### 5.2 Automation Rules

**Rule 1: Real-Time Score Recalculation**
- Trigger: Any tracked activity (form fill, email open, page view, meeting booked, enrichment update)
- Action: Recalculate total score and dimension subtotals
- Update: `Lead_Score_Total`, all dimension fields, `Lead_Score_Last_Calculated`
- Recalculate: `Lead_Score_Tier` based on new total

**Rule 2: Hot Lead Alert**
- Trigger: `Lead_Score_Tier` changes to "Hot"
- Action: Immediate notification to assigned rep (Slack + email + CRM notification)
- Include: Lead name, company, score breakdown, recommended first action
- SLA Timer: Start 1-hour SLA clock

**Rule 3: Tier Change Notification**
- Trigger: `Lead_Score_Tier` changes (any direction)
- Action: Notify assigned rep of tier change
- Include: Previous tier, new tier, what caused the change, recommended action
- If upgrade to Hot or Warm: Assign to rep if unassigned

**Rule 4: Lead Assignment by Tier**
- Trigger: New lead created or tier upgrade to Hot/Warm
- Action: Round-robin assignment to available reps weighted by:
  - Territory match
  - Industry expertise
  - Current workload (Hot + Warm leads in queue)
  - Historical performance on similar leads

**Rule 5: Stale Lead Downgrade**
- Trigger: `Lead_Score_Last_Calculated` is more than [X] days ago and no activity
- Action: Reduce engagement score, recalculate tier, notify rep if downgraded
- Cadence: Run daily

**Rule 6: Score Trend Calculation**
- Trigger: Daily batch job
- Action: Compare current `Lead_Score_Total` to value 14 days ago
- Update: `Lead_Score_Trend` to Rising (increased by [X]+), Stable (changed by less than [X]), or Falling (decreased by [X]+)

### 5.3 Dashboard and Reporting Setup

**Dashboard 1: Lead Scoring Overview**
- Total leads by tier (pie chart)
- Score distribution histogram
- Tier migration flow (Sankey or waterfall -- how many leads moved between tiers this period)
- Average score by lead source
- Hot lead volume trend over time

**Dashboard 2: Model Performance**
- Conversion rate by tier (the key metric: are Hot leads actually converting faster?)
- Average time to conversion by tier
- Score at time of conversion for closed-won deals (histogram)
- Score at time of disqualification for closed-lost deals (histogram)
- False positive rate: Hot/Warm leads that did not convert
- False negative rate: Cool/Cold leads that did convert

**Dashboard 3: Rep Productivity Impact**
- Rep time spent on Hot/Warm vs. Cool/Cold leads
- Conversion rate by rep by tier
- SLA compliance rate (were Hot leads contacted within 1 hour?)
- Average lead score of deals in each rep's pipeline

### 5.4 Integration Points

| System | Integration Type | Data Flow | Purpose |
|--------|-----------------|-----------|---------|
| Marketing Automation | Bidirectional | Engagement events --> CRM; Tier --> Marketing segmentation | Score behavioral and engagement signals; Adjust nurture streams by tier |
| Enrichment Platform | Inbound to CRM | Firmographic + tech stack data --> CRM | Score firmographic signals automatically |
| Intent Data Provider | Inbound to CRM | Intent topics --> CRM | Score intent signals |
| Website Analytics | Inbound to CRM | Page views, session data --> CRM | Score behavioral signals from web activity |
| Slack/Teams | Outbound from CRM | Hot lead alerts --> Channel | Real-time rep notification |
| Sales Engagement Platform | Outbound from CRM | Tier --> Sequence assignment | Auto-enroll Cool leads in nurture; Alert reps for Hot/Warm |

---

## Section 6: Validation Methodology

### 6.1 Holdout Validation (Initial)

Before deploying the model, validate against the held-out historical data.

**Holdout Set**: [X] deals ([X] won, [X] lost) -- [X]% of total historical data, randomly sampled

**Validation Results**:

| Metric | Value | Target | Status |
|--------|-------|--------|--------|
| Accuracy (% of deals correctly classified) | [X]% | >70% | [Pass/Fail] |
| Precision for Hot tier (% of Hot-scored that actually won) | [X]% | >60% | [Pass/Fail] |
| Recall for Hot tier (% of actual wins scored as Hot) | [X]% | >50% | [Pass/Fail] |
| F1 Score (Hot tier) | [X] | >0.55 | [Pass/Fail] |
| AUC-ROC (overall model discrimination) | [X] | >0.70 | [Pass/Fail] |
| Tier separation (avg Hot score - avg Cold score) | [X] pts | >[X] pts | [Pass/Fail] |
| Rank correlation (Spearman) between score and outcome | [X] | >0.40 | [Pass/Fail] |

**Confusion Matrix**:

| | Predicted: Win (Hot/Warm) | Predicted: Loss (Cool/Cold) |
|---|---|---|
| **Actual: Win** | [X] (True Positive) | [X] (False Negative) |
| **Actual: Loss** | [X] (False Positive) | [X] (True Negative) |

### 6.2 False Positive Analysis

Deals scored as Hot or Warm that were actually lost. Understanding these prevents wasted rep time.

| Deal | Score | Tier | Actual Outcome | Why Model Was Wrong |
|------|-------|------|----------------|---------------------|
| [Company 1] | [X] | Hot | Lost | [e.g., "High firmographic fit but champion left the company mid-deal"] |
| [Company 2] | [X] | Warm | Lost | [e.g., "Strong engagement driven by analyst, not buyer -- role-based scoring would fix this"] |

**Pattern in False Positives**: [Summary of what the model systematically gets wrong on the optimistic side]
**Recommended Fix**: [What to add or adjust to reduce false positives]

### 6.3 False Negative Analysis

Deals scored as Cool or Cold that actually closed-won. Understanding these prevents missed revenue.

| Deal | Score | Tier | Actual Outcome | Why Model Was Wrong |
|------|-------|------|----------------|---------------------|
| [Company 1] | [X] | Cool | Won | [e.g., "Inbound from non-target industry that turned out to be a great fit -- industry scoring too rigid"] |
| [Company 2] | [X] | Cold | Won | [e.g., "Executive referral with no digital engagement trail -- referral source not weighted enough"] |

**Pattern in False Negatives**: [Summary of what the model systematically gets wrong on the pessimistic side]
**Recommended Fix**: [What to add or adjust to reduce false negatives]

### 6.4 Ongoing Monitoring Protocol

After deployment, monitor these metrics weekly for the first 90 days, then monthly.

**Weekly Model Health Check**:
1. Conversion rate by tier -- Is Hot still converting at [X]%+?
2. Tier volume distribution -- Is Hot still [X]-[X]% of leads?
3. Score distribution shape -- Any sudden shifts indicating data quality issues?
4. New lead sources or segments not covered by model
5. Rep feedback on score accuracy (structured survey every 2 weeks)

**Monthly Recalibration Review**:
1. Re-run win/loss pattern analysis on last 90 days of data
2. Compare current attribute lifts to model assumptions
3. Identify any new high-lift attributes not in current model
4. Check for attribute decay (signals that used to predict but no longer do)
5. Adjust point values if lift has changed by more than 20%
6. Update thresholds if tier conversion rates have shifted

**Quarterly Model Rebuild Trigger**:
Rebuild the model from scratch if any of the following occur:
- Overall model accuracy drops below [X]%
- Hot tier conversion rate drops below [X]% (50% of original)
- A new product, market, or segment is added
- Major competitive landscape change
- Sample size of new data exceeds the original training data

### 6.5 A/B Testing Protocol

For the first 60 days after deployment, run a controlled test:

**Control Group** (30% of leads): Reps work leads as they do today, without seeing scores
**Treatment Group** (70% of leads): Reps see scores and follow tier-based SLAs

**Metrics to Compare**:
- Lead-to-opportunity conversion rate
- Time to first contact
- Sales cycle length
- Win rate on opportunities
- Revenue per lead
- Rep satisfaction and adoption

**Success Criteria**: Treatment group should show [X]%+ improvement in at least 2 of the above metrics with no degradation in others.

---

## Section 7: Batch Scoring Current Leads

[Include this section only when a batch of current leads was provided for scoring.]

### 7.1 Scoring Summary

| Total Leads Scored | Hot | Warm | Cool | Cold | Unscoreable |
|-------------------|-----|------|------|------|-------------|
| [X] | [X] ([X]%) | [X] ([X]%) | [X] ([X]%) | [X] ([X]%) | [X] ([X]%) |

**Unscoreable Leads**: [X] leads could not be scored due to insufficient data. Missing fields: [list]. Recommend enriching these leads before scoring.

### 7.2 Hot Leads -- Immediate Action Required

| Rank | Company | Contact | Score | Firmographic | Behavioral | Engagement | Intent | Top Signal | Recommended Action |
|------|---------|---------|-------|-------------|-----------|------------|--------|------------|-------------------|
| 1 | [Company] | [Name, Title] | [X] | [X]/[Max] | [X]/[Max] | [X]/[Max] | [X]/[Max] | [Signal] | [Action] |
| 2 | [Company] | [Name, Title] | [X] | [X]/[Max] | [X]/[Max] | [X]/[Max] | [X]/[Max] | [Signal] | [Action] |
| ... | ... | ... | ... | ... | ... | ... | ... | ... | ... |

### 7.3 Warm Leads -- Work This Week

| Rank | Company | Contact | Score | Top Signal | Gap to Hot | Recommended Action |
|------|---------|---------|-------|------------|------------|-------------------|
| 1 | [Company] | [Name, Title] | [X] | [Signal] | [X] points | [Action to close gap] |
| ... | ... | ... | ... | ... | ... | ... |

### 7.4 Cool Leads -- Nurture Candidates

| Company | Contact | Score | Strongest Dimension | Weakest Dimension | Nurture Strategy |
|---------|---------|-------|--------------------|--------------------|------------------|
| [Company] | [Name, Title] | [X] | [Dimension: X pts] | [Dimension: X pts] | [e.g., "High firmographic fit but no engagement -- event invitation campaign"] |
| ... | ... | ... | ... | ... | ... |

### 7.5 Cold Leads -- Deprioritize or Remove

| Company | Contact | Score | Reason for Cold Status | Recommendation |
|---------|---------|-------|----------------------|----------------|
| [Company] | [Name, Title] | [X] | [e.g., "Non-target industry, no engagement, no intent signals"] | Remove from active pipeline |
| ... | ... | ... | ... | ... |

### 7.6 Score Distribution Visualization

**Score Histogram** (text-based):

90-100: ||| (3 leads) 80-89: ||||| (5 leads) 70-79: |||||||| (8 leads) 60-69: ||||||||||| (11 leads) 50-59: |||||||||||||||| (16 leads) 40-49: |||||||||||||||||||||| (22 leads) 30-39: ||||||||||||||||||||||||||| (27 leads) 20-29: ||||||||||||||||| (17 leads) 10-19: |||||||||| (10 leads) 0-9: ||||| (5 leads)

---

## Section 8: Model Maintenance Runbook

### 8.1 Weekly Tasks (15 minutes)

1. Check Dashboard 2 (Model Performance) for any metric that has moved more than 10% from baseline
2. Review any Hot leads that were lost -- why did the model get it wrong?
3. Review any Cold leads that were won -- what signal did the model miss?
4. Verify all automation rules are firing correctly (spot-check 5 recent leads)

### 8.2 Monthly Tasks (1 hour)

1. Re-run win/loss analysis on the last 90-day rolling window
2. Compare current lift values for top 10 signals to model assumptions
3. Check for new data fields that could improve the model
4. Review rep feedback on score accuracy
5. Adjust point values if any signal's lift has changed by 20%+
6. Update this document with any changes (increment version number)

### 8.3 Quarterly Tasks (Half day)

1. Full model rebuild if triggered (see Section 6.4)
2. Validate model against last quarter's closed deals
3. Present model performance report to sales leadership
4. Collect and incorporate structured feedback from reps
5. Evaluate new data sources (intent providers, enrichment tools)
6. Update ICP definition if target market has shifted

### 8.4 Version History

| Version | Date | Changes | Impact |
|---------|------|---------|--------|
| 1.0 | [Date] | Initial model build | Baseline |
| | | | |