Sales leaders in B2B companies know the frustration all too well: pipelines that look promising on paper, yet forecasts continue to miss the mark. Reports pile up, predictions come and go, but the real question remains: how do you actually move the numbers in the right direction?

Funnelcast was created to answer that question with clarity, precision, and purpose.

This sophisticated sales math application stands apart in the revenue technology landscape. Built by seasoned specialists with deep experience in scaling B2B sales organizations, establishing repeatable processes, and solving complex business challenges through quantitative insight, Funnelcast goes beyond where most tools stop. While others focus on reporting what happened or predicting what might happen, Funnelcast shows businesses how to actively shape better outcomes.

At its core is an advanced, time-based modeling system that evaluates both current pipeline opportunities and future deal flow. Instead of relying on oversimplified averages, it captures how win probabilities evolve over time, delivering a far more accurate and actionable view of sales performance. The result is fully automated, realistic forecasts generated directly from CRM data, eliminating manual effort and guesswork.

More importantly, Funnelcast translates insight into action. It provides ranked, impact-driven guidance, helping leaders identify where to focus, which deals and demand generation to prioritize, and when to act. From setting realistic goals and improving team productivity to refining market focus and optimizing resource allocation, it equips organizations to make confident, data-backed decisions.

For C-level executives, CROs, CMOs, and CFOs alike, Funnelcast transforms forecasting from a guessing game into a strategic advantage. It combines rigorous analytics with practical wisdom, empowering teams to boost productivity, manage expectations, and consistently outperform their targets.

At CIO Bulletin, we had the distinct privilege of interviewing Bill Kantor, the Founder of Funnelcast, who shared powerful insights on how his company transforms traditional forecasting into a true strategic advantage, while ensuring that human judgment remains at the core of every critical decision.

Interview Highlights

Every admired company has a compelling origin story. What inspired the creation of Funnelcast, and how did your combined expertise in sales optimization and advanced statistical modeling shape its foundation?

I’ve run sales organizations from startup to 200M in revenue and was constantly frustrated by our inability to forecast and plan resource allocation. Forecasting was shortsighted. It drove us to commit to and deliver to a rolling view of the minimum possible—which was not what you want a sales team to do. I was also frustrated by very naïve demand generation planning models. They made a lot of unrealistic assumptions and always seemed to disappoint.

While working with a business that wanted to understand the value of their sales funnel and prospective demand generation. I built a model to address both issues. Then the company hired a new President who thought that the model was more realistic than the board’s plan. He said, “Let’s run the company to the model.” Meaning: set the plan, financing, hiring, and compensation based on the model.

That was encouraging, but also concerning. I wanted to validate my analysis. So, I asked my mathematician friend (and now co-founder), Bryan Lewis to review the model. He took a detailed look and said it was a textbook example of a survival model—something I’d never heard of. I would have saved a lot of time had I known this beforehand.

Then I replicated the model for other companies. At one point, I was presenting our findings to a CFO. He stopped the meeting and asked everyone in the room if they understood the importance of what the model was showing—that they were wasting resources. Some of their market segments were dramatically less productive than others. That led to, for that company, a massive reorganization—redirecting resources to dominate the more productive market segments. It paid off significantly for them.

At this point, I realized that I was onto something. Meanwhile, Bryan was intrigued as well. He offered to partner up, and that was the genesis of Funnelcast. From the beginning, our focus was on sales optimization more than forecasting. We’ve since taken that much further.

What core products and services does Funnelcast offer today? How do they empower B2B organizations to move beyond traditional reporting and prediction to actively shape and maximize their revenue outcomes?

Funnelcast automatically models a business’ sales engine. It shows them what to expect if the business continues without changes. Then it shows them how to most effectively reallocate resources to improve that outcome. For other SalesTech vendors, the forecast is the end output. For Funnelcast, the forecast is the starting point for sales optimization.

The ‘Focus ranking’ and actionable insights are central to your value proposition. What makes these features stand out compared to conventional CRM or revenue intelligence tools?

Our Focus ranking shows you how to maximize sales. In contrast, SalesTech groupthink is that customers need hyper-accurate sales forecasts. We think they’re optimizing for the wrong outcome. If your forecast is always right, you are leaving sales on the table. The only way to deliver accurate forecasts is to forecast low and stop selling when you get there. You don’t want that. Groupthink vendors drive that behavior by streamlining (and thereby encouraging) rollup forecasts. We don’t support that process. CRM systems and spreadsheets already do that. And rollups drive you to safe numbers instead of the maximum.

Another key difference is that we explicitly quantify—and help you manage risk. We identify a portfolio of deals that consistently delivers more sales (about 60% on average) with lower risk than ad hoc company priority rankings. We do something similar for new demand generation, identifying the most impactful business segments to focus on so you sell more. Others just help you understand what happened and predict the future; we also help you change the future.

Funnelcast brings a unique perspective by applying survival analysis and time-based modeling to B2B sales. Could you explain how this approach transforms traditional sales forecasting and decision-making?

At some point, every seller computes their win rate—usually a single figure, such as 20%. But when do you win 20%? Today, this quarter, or this year? The way almost everyone calculates win rate gives them a poor estimate of the ‘terminal’ win rate—the rate achieved if you wait indefinitely. If you use that win rate for a shorter period, you will be misled and disappointed. If you don’t understand when a change will have an effect, your forecasts are not usable for optimizing resource allocation. A temporal model of your sales engine transforms forecasting from a reporting and prediction process to a sales maximization process.

Funnelcast serves stakeholders across the C-suite, from CROs to CFOs and CMOs. How do you ensure that your platform delivers tailored, decision-critical insights for each leadership role?

Our reports focus on the things that the C-suite needs to understand: expected sales, risks, and the levers you have that can change those things most effectively. Our insights are rank-ordered by their impact on improving sales or identifying risks.

With a strong focus on right-staffing and resource allocation, how does Funnelcast help businesses strike the perfect balance between under- and over-staffing in dynamic market conditions?

Right-staffing in GTM is tricky. Most businesses do it top-down. Set a goal, measure past sales per salesperson, divide that into your goal, and you have a headcount plan. If you are not constrained by your ability to create demand, this is a good way to proceed. But most businesses are demand-generation constrained. New hires take time to ramp. So, when businesses try to grow by staffing to this kind of model, they often overhire. Many of the new hires fail, and the company cuts the sales team. Sometimes they repeat this several times. Of course, funding eventually puts an end to it.

We compute empirical sales capacity of the existing team, and tell you if you have unused capacity. Sometimes you have some teams that are over capacity and others that are under. Maybe you should reallocate people to balance the load. If you are thinking about trying to grow by adding 20% more staff, but the model says you are 20% underutilized, what would you do? Maybe that funding would be better spent on boosting demand generation.

As a company recognized among the ‘Most Admired Companies to Watch 2026,’ what do you believe sets Funnelcast apart in terms of innovation, impact, and industry relevance?

We are changing the way that B2B sellers forecast, plan, and optimize resources. Most of the things that businesses do to forecast and allocate GTM resources are ineffective. They focus on high-level KPIs like total pipeline and average sales productivity. They do rollup forecasts. But none of these things work well. We’ve all been trained on them. Sales leaders have been doing these things for years, and it has changed little.

We’re disrupting all that.

Less is more. Instead of forcing your sales team every week to call their deals in forecast categories, debate those calls, revise them at each management level, and report those rollups; just let them sell. Update their deals in your CRM, of course—as they normally would. Pay particular attention to sales stage, amount, and close date. Have your deal reviews. But start with our priority list and impose your judgment on top of that. Do that and you’ll make more money. 

Bill Kantor | Founder

Bill has been on the founding or leadership team of three software companies that have delivered over $6B in liquidity to their investors. He has experience scaling sales from startup to over $200M in revenue. Bill's frustration with inappropriate goal setting, widely used but inaccurate sales KPIs, and the difficulty he experienced in building long-range sales forecasts to support hiring decisions led him to develop Funnelcast.

Mr. Kantor is an avid cyclist and a large-format photographer.

“We explicitly quantify and help you manage risk, identifying deals and segments that deliver more sales with lower risk. Others help you understand what happened and predict the future, but we help you change it.”