Sales Tracker Template

What a sales tracker should track

A sales tracker should answer one question every week: is each rep, and the team, where they need to be by today? Closed sales against quota is only half of it. The other half is how much should be closed by this date, which depends on how your quarter usually lands.

For the math behind percent to goal and pace, with more variations, see the percent to goal calculator. This template applies it to every rep at once, every day of the quarter.

What is in the template, tab by tab

• Start here. Fill-in order, the color legend, Google Sheets import steps and method notes.
• Scorecard. One row per rep and a team row: quota, closed to date, % to goal, expected by today, pace, projected finish, projected % of quota, gap, status (On pace, Watch, Behind), and pipeline created against its target. Two charts: pace by rep, and % to goal against the share expected by today.
• Setup. Quarter start and end dates, an as-of date (empty means today), up to 10 reps with team, quarterly quota and weekly pipeline target, the status threshold, and 13 weekly weights for your quarter's shape.
• Sales log. 500 rows, one per closed-won deal: close date, rep (dropdown), customer, deal type (New, Expansion, Renewal), amount, counts to quota (Y or N), notes. Week of quarter fills in by itself and flags dates outside the quarter.
• Pipeline created. Pipeline dollars and opportunities created per rep per week. This is the activity side of the tracker, and the one that predicts next month.
• Daily. The daily sales tracker: every day of the quarter with sales that day, the daily target from the curve, cumulative closed, expected cumulative on the curve and on a straight line, and pace. A line chart puts all three cumulative lines together.
• Weekly. 13 weeks by rep: closed per rep per week, the team's weekly target, variance, and cumulative closed against cumulative target, with a column chart.
• Monthly. Each month's target per rep (the share of the quarter the curve expects in that month), closed, % to target, and the quarter total.

How to set up the sales tracker, step by step

1. Open it. In Excel, open the file. In Google Sheets, upload it to Drive and choose Open with, then Google Sheets. Start from the blank copy, or overwrite the example.
2. Setup. Enter the quarter's first and last day, then each rep's name, team, quarterly quota and weekly pipeline target. Use each rep's full quota, including reps still ramping.
3. Set the curve. Enter 13 weekly weights: each week's bookings in past quarters divided by the average week. Four to eight quarters of history is enough to start. If you have none, leave all 13 at 1.0 (a straight line) and replace it after a quarter or two.
4. Decide what counts. Write down which bookings count to quota (new and expansion, say, but not renewals) and which date and amount field is the booking. Mark each log row Y or N.
5. Log deals as they close. One row per closed-won deal, the day it closes. Never type into the white cells.
6. Enter pipeline created each Monday for the week before, per rep.
7. Review the Scorecard weekly, before the forecast call. Sort the conversation by gap in dollars, not by percentage.

Sales tracker example: week 6 of a $1.4M quarter

This is the example file at day 42 of a 92-day quarter (October 1 to December 31). The team, deals and quotas are illustrative, made up to show the mechanics. Five reps share a $1,400,000 quarterly quota. The curve says 34.0% of the quarter should be closed by now. A straight line says 45.7%.

The curve changes the verdict. At 29.1% to goal, the team looks like it is in trouble. Against a straight line it is at 63.8% of pace, which reads as a crisis. Against the curve it is at 85.6% of pace: behind, but recoverable. To finish at quota it needs $992,000 more. The curve expects $923,634 from the last seven weeks in a normal quarter, so the team needs about 7% more than usual. A straight line would say 30% more.

The dollar gap ranks the work. Jordan and Priya are both within reach of pace, but Sam has the largest gap ($305,000) on the largest quota. Sam's pipeline created is $420,000 against a $720,000 target for six weeks, so the enterprise shortfall is a pipeline problem as much as a closing one, and it will still be there next quarter.

New reps are measured against full quota. Chris started four months ago and shows 35.3% of pace. That is honest, and it is expected. Judge Chris against the ramp plan for month four, not against tenured peers, and keep the full quota in the tracker so ramp shows up as what it is. For how to read ramping reps, see quota attainment for ramping reps.

One renewal ($30,000) sits in the log marked N, so it does not count toward the new business quota. Change it to Y and Priya moves from 105.8% to 141.1% of pace, which is why the definition matters more than the formula.

Daily, weekly or monthly: how often to track sales

Log sales daily, review them weekly and report them monthly. Each cadence has its own tab.

• Daily keeps the log current and shows the cumulative line against the curve. It is a data habit more than a review. Reacting to single days creates noise.
• Weekly is the decision cadence. Pete Furseth, ORM's COO, says the RevOps person accountable for the forecast should be talking to sales leaders every day, and certainly before the weekly forecast call. Weekly tracking also lines up with better forecasts: Digital Bloom reports 87% forecast accuracy for companies that track pipeline weekly against 52% for those that track it irregularly (Digital Bloom, 2025).
• Monthly suits finance and the board. Judge each month against its own target: in ORM's customer base the third month of a quarter is always the largest and the first is always the smallest, so an even one-third split makes every first month look like a miss.

Why the tracker paces against a curve, not a straight line

Because revenue does not arrive evenly. ORM breaks each customer's quarter into 13 weekly weights. In the example curve used in the template (0.70, 0.59, 0.63, 0.81, 0.96, 0.73, 0.60, 1.44, 0.84, 0.68, 1.27, 1.47, 2.27), only 34.0% of the quarter closes by the end of week six, and the last week alone carries 17.5%. In Pete's words, without that kind of seasonality in the model, "you will not be able to tell if you are ahead or behind."

Use your own history, not ORM's example. The method for building a curve from past quarters is in the 13-week quarter. If your first quarter with the tracker uses a straight line, expect early weeks to look worse than they are.

The formulas in the template, in Excel and Google Sheets

Every formula uses functions both apps share. In the examples, the sales log is in A:G (date, rep, customer, type, amount, counts, week), Setup B4 is the quarter start, B7 the as-of date, B8 the days in the quarter.

In the expected share row, wk and wt are the week numbers and weights on Setup. The workbook adds the part of the current week pro rata, and lets week 13 absorb any days past 91, so the curve reaches exactly 100% on the last day. Divisions are wrapped in IFERROR so a blank row shows nothing instead of #DIV/0!.

What Pete Furseth watches in a sales tracker

Pete Furseth, ORM's COO, works with B2B SaaS revenue teams on forecasts and capacity plans. These checks shaped the template.

• Seasonality inside the quarter. The third month is always the largest and the first the smallest, and a striking amount of business closes in the last week. A tracker without a curve calls the first half of every quarter a miss.
• Full quota for every rep. Measure new reps against their full quota, not a reduced ramp quota, or they look more productive than they are. He sees reps take 15 to 18 months to become fully productive in B2B SaaS.
• The quarter you cannot see yet. Across ORM customers, only about 20% of the pipeline with close dates in the quarter on day one usually closes in that quarter. Much of what closes is created and closed inside the quarter, which is why the tracker logs pipeline created every week.
• One definition of a booking. In one ORM implementation, it took five to seven iterations to agree which field held the closed-won booking amount. Settle it before the first row goes in the log.
• Renewals are different. Renewal amounts and dates are mostly known in advance, and new business is not. Track them, but keep them out of a new business pace unless the quota includes them.
• At week six, focus beats activity. Find the gap first (deal size, win rate, pipeline or time to close), then work the open deals with a credible path to close this quarter. "Sell harder" does not work halfway through a quarter.
• Say it early. If the projected finish says the quarter will miss, communicate it. "Bad news does not get better with time."

Sales tracker vs CRM vs forecast

A sales tracker reports results against target. A CRM records the deals and the activity behind them. A forecast predicts where the period will land. Most teams need all three, and the tracker is the simplest to start.

Spreadsheets stop scaling at a predictable point. Pete has seen Sales Ops teams maintaining 37 spreadsheets with 12 tabs each while also being asked to run the forecast call. When the tracker is one of many files that need reconciling every Monday, it is time to pull bookings straight from the CRM. For a deal-level forecast built from open pipeline, use the sales forecast template. For the team's attainment spread at period end, use the quota attainment calculator. If deals and accounts still live in a spreadsheet too, the CRM template holds the pipeline this tracker's bookings come from.

Common sales tracking mistakes

• A straight-line target. In the example, a straight line makes the team look 36% behind pace at week six when it is 14% behind.
• Percentages without dollars. Two reps at the same pace can need very different amounts to finish. Rank by dollar gap.
• Mixed definitions. Renewals in one week, out the next. Contract value for one rep, first-year value for another. Write the definition on the Setup tab.
• Only lagging numbers. Closed sales tell you about pipeline created months ago. Track pipeline created by rep every week next to them.
• Only the team total. Results are concentrated. Ebsta and Pavilion found that 14% of sellers drive 80% of revenue, and that missed quota rates rose to 78% from 69% (Ebsta and Pavilion, 2025). A healthy team total can hide most reps behind pace.
• Reviewing at month end. By then a third of the quarter is gone. Weekly is the cadence where the numbers still change the outcome. Use the review in a weekly sales one-on-one.

If you are still setting the quotas this tracker measures, start with the sales plan template, which turns a target into reps, ramp and quotas.

ORM's take: a tracker tells you where you are, a forecast tells you where you will land

A sales tracker is the right first tool. It makes the target visible by rep, puts a date on "on pace," and turns a vague worry into a dollar gap. Its projected finish is still a simple extrapolation: it assumes the rest of the quarter closes like the curve.

ORM goes further. It snapshots the pipeline every day, measures how deals are moving, builds the 13-week curve from each customer's own history, and forecasts each rep, segment and the company to period end, updating as the quarter moves. ORM targets 95% forecast accuracy. The tracker tells you the gap. The forecast tells you whether the pipeline can close it.

Common questions

Is there a free sales tracker template?

This one. The download is a standard .xlsx file with eight tabs and no macros, so it opens in Excel and in Google Sheets. There are two versions: a worked example with five illustrative reps and a blank copy with the same formulas and charts. No email or sign-up is needed. Log each closed deal once and every other tab calculates itself.

How do I create a sales tracker in Excel?

Make three tabs. A setup tab with quarter dates, each rep's quota and a weekly curve. A sales log with one row per closed deal: date, rep, amount and whether it counts to quota. A scorecard that uses SUMIFS to total each rep's closed sales to date and divides by quota and by the amount expected by today. The template above has all three built.

How can I create a sales tracker in Google Sheets?

The quickest way is to upload this template to Google Drive and choose Open with, then Google Sheets, or use File, then Import, in Sheets. Every formula uses functions both apps share, such as SUMIFS, INDEX and EOMONTH, so nothing breaks. To build one from scratch, use the same three-tab structure: setup, sales log and scorecard.

What is the best way to track sales?

Log each closed deal once, in one place, with the same definition of a booking every time. Then review it weekly against what should be closed by that date, not against a straight line. Track pipeline created next to closed sales, because pipeline is the leading indicator. Read the gap in dollars by rep, and act on it while the quarter still has weeks left.

What should a sales tracker include?

At minimum: each rep's quota for the period, closed sales to date, percent to goal, the amount expected by today, pace against that expectation, projected finish and the dollar gap. Add pipeline created by week as the leading indicator. A tracker that shows only closed sales and quota tells you where you are, but not whether that is good for today's date.

Should you track sales daily, weekly or monthly?

Log daily, review weekly and report monthly. Daily logging keeps the numbers current. The weekly review is where decisions get made, because a 13-week quarter gives only two or three monthly checkpoints before it is too late to change the outcome. Monthly totals suit the board and finance, as long as each month is judged against its own seasonal target.

More free tools

Percent to Goal CalculatorSee how far one rep or team is toward a goal, and the gap left.Open the tool →Quota Attainment CalculatorEnter each rep's quota and closed amount to see team attainment.Open the tool →CRM TemplateAccounts, contacts, deals with stages and forecast categories, in Excel or Sheets.Open the tool →