Quarra Opportunity Evaluation Workflow
A structured Salesforce opportunity evaluation process developed with [1] to systematically vet project opportunities before committing estimating and design resources. The workflow uses a parallel three-track assessment feeding a leadership review, with automated fit scoring and a mandatory Closed-Lost protocol.
Overview
The process was refined during the [2] with Lincoln Durham. It addresses a core operational need: deciding whether an opportunity is worth pursuing before investing significant time in estimating, material sourcing, and design engineering. The full document is to be reviewed by Lincoln with executive coach Dennis for final alignment.
Workflow Stages
1. Qualifier Matrix (Pre-Opportunity)
Before an opportunity is formally created, a qualifier matrix is used to score project fit across dimensions such as:
- Scope alignment
- Schedule feasibility
- Client/contact quality
- Material specificity
This gives the sales team autonomy to make an initial go/no-go call. If the project scores well enough to be worth pursuing, it is converted into a Salesforce Opportunity and the formal evaluation begins.
2. Opportunity Creation
When a prospect is converted to an Opportunity in Salesforce, two things are triggered automatically:
- A dedicated Microsoft Teams channel is created for the opportunity, centralizing all communication and notifications
- Notifications go out to the three parallel evaluation teams
3. Parallel Evaluation Tracks
All three tracks run simultaneously. Their combined outputs feed the leadership review.
Track A — Design / QLab
- Owner: QLab / Design Engineering team
- Focus: Technical feasibility — 3D model review, fabrication complexity, panel sizing, whether the project is too complex for the client's budget
- Note: For simpler opportunities, QLab may review and pass without active engagement; estimating carries the track in those cases
Track B — Material
- Owner: Sales team (with relevant specialists)
- Focus: Material sourcing — can Quarra compete on the specified material? Is it a commodity stone (e.g., Cold Spring granite) or a proprietary/specialty source?
Track C — Cost
- Owner: Estimating team
- Focus: High-level cost analysis based on scope, quantities, and material inputs from Tracks A and B
Each track has dedicated fields in Salesforce. Team members fill in their sections; once all fields in a track are complete, the system triggers a notification to the leadership review group.
4. Leadership Review
- Participants: Lincoln (sales), Alex, Jim, and DA leadership as applicable
- Input: Aggregated findings from all three parallel tracks, plus the automated fit score (see below)
- Output: Go / No-Go decision on whether to continue into active bidding
Automation & Scoring
Automated Fit Score
Salesforce auto-calculates a fit score based on team inputs across the three tracks. Each track is weighted (e.g., equally at 1/3 each, or adjusted by department). The score gives leadership a data-driven starting point for the review conversation rather than relying solely on qualitative judgment.
Example weighting logic: if estimating scores 0 but the other two tracks score 100, the blended score would be ~67%, flagging a partial concern.
Teams Channel per Opportunity
When an opportunity is created, a dedicated Teams channel is spun up. This channel:
- Receives Salesforce notifications as each track completes
- Serves as the single communication thread for that opportunity
- Supports the broader goal of making Teams the standard operating procedure (SOP) for internal communication, replacing ad hoc email/group text
Closed-Lost Protocol
If an opportunity is killed at any stage — including during the parallel evaluation — it must be:
- Marked Closed-Lost in Salesforce (not deleted)
- Tagged with a mandatory reason (e.g., "not a good fit — scope," "material not competitive," "schedule conflict")
This ensures accurate historical data for future analysis and prevents gaps in the pipeline record. The Closed-Lost guidance should appear prominently at the top of the evaluation document (action item for Karly).
Salesforce Implementation Notes
- Each evaluation track is a separate section within the Opportunity record
- Fields are customized per track to capture the relevant inputs
- Notifications route through the Teams integration (free; being set up via Abby/Karly)
- The fit score is calculated automatically from field responses — no manual scoring required
- A prospect folder (via Vee/Vieth automation) is created at Opportunity conversion, not at the Lead stage, since documentation flow begins at that point
Key Decisions
| Decision | Detail |
|---|---|
| Parallel tracks approved | Design/QLab, Material, and Cost run simultaneously, not sequentially |
| Leadership review is the gate | Lincoln, Alex, Jim review aggregated outputs before go/no-go |
| Teams as SOP | Opportunity-specific Teams channels replace email/text for project comms |
| Closed-Lost is mandatory | Killed opportunities must be logged with a reason, never deleted |
| Prospect folders trigger at Opportunity | Not at Lead stage; Vee/Vieth automation to be configured accordingly |
Open Items
- [ ] Lincoln to review full evaluation document with Dennis (executive coach) and send notes to Karly
- [ ] Karly to move Closed-Lost guidance to the top of the evaluation document
- [ ] Lincoln to advance prospect folder automation with Vee/Vieth
- [ ] Schedule 3–4 hour alignment session with Mark, Dennis, Lincoln, and Karly to finalize the full sales flow
Related
- [3]
- [4]
- [5]
- [6]